While an incredible number of people move every year, and everyone knows what a miserable project it is, there are a surprising number of leadership lessons in these situations. Here are a few I gleaned from our recent move efforts.
There’s a loud ring of truth to the old saw: “Culture eats strategy for lunch.” However, sometimes, the culture needs to evolve, or everyone is at risk of ending up hungry at lunchtime.
The gravitational pull of the status quo is powerful in every organization. It takes rebels and rebellion to change. While breaking the rules always comes with risk, learning to guide others through constructive rule-breaking in pursuit of needed changes is a great way to grow your success.
It's a great vote of confidence when your boss picks you to lead the turnaround of a struggling team or function. You're the management fixer, charged with figuring out what's not working and how to fix it. And while this is a great career opportunity, there are a number of ways you can misfire in this role. This article offers 7 hard won ideas to help you make the best of a team or function turnaround opportunity.
In our development of leaders, we focus on imprinting them with the same (important) but limiting behaviors. In today's world of change, it's essential for us to break this mold and work harder at developing and supporting individuals who lead differently.
We all know that change is the only constant, yet when faced with the need for our organizations to change, our first instinct is fight or flight. A better and career-enhancing approach is to jump in, ask questions, and importantly, volunteer to help. It's the only way you can actively shape the change.
My recent interview with a CIO from a major publicly traded firm reminds us all that some of our biggest adversaries in our push to survive in this tumultuous world are the caretaker managers inside our organizations.
Remote work policies are under fire in technology and other pioneers of this practice. IBM's recent announcement that all remote workers must either rejoin a physical IBM location or leave the company is the latest example. After a decade of living and supporting remote working in my technology companies, I still see some pros and cons, but it is not a binary issue.
It's time to break thru the status quo of inaction around problem-solving, improving, and innovating in our organizations. Change is a personal issue played out in group settings. It's time for you to start the revolution of action!
Fresh from a round of recent engagements, here are some very real reminders of how personal change is and how poorly we as leaders perform in guiding our people through the fog. I include 7 ideas to help you immediately raise your game on guiding change.
