The Internet is a lot like the old Wild West in some ways, especially when it comes to thieves eager to get into your valuables. Are you educating your staff how to be more web savvy? Is web security part of your onboarding program? Are mobile devices within your managed defense? Here is a short essay on how not to be part of the low-hanging fruit the thieves are after.
Here’s a practice you can use when you make decisions with your team. It can significantly increase your team’s commitment to decisions made and as well as their trust in the decision-making process.The practice has two steps, both frequently overlooked. The first is the easiest: For each topic you introduce for discussion as team leader, say whether your intent is to (a) make a decision or (b) simply to discuss.If your intent is to make a decision, you include a second step: Tell the team, up-front, “how” you want that particular decision to be made. To do this, my cl
Measurement is the language of organizations. If you want to change organizational behavior, start with the language. Some have tried to blame inefficient government bureaucracies on the bureaucrats. They assume the reason service stinks at the DMV and is stellar at Nordstrom is because of the people themselves. That’s baloney. We’ve done plenty of research in government agencies and found inspired, capable leaders as much in abundance as in many Fortune 500 companies...
You would think that given the rock-solid evidence that organizations with great leadership consistently outperform those that don’t that EVERY organization would be heavily invested in the development of its current and future leaders.However, most are not. And even if they say they are, when you look behind the curtain, it’s mostly lip service.
It’s also hard to keep a competitive advantage a secret these days, so again, it’s astounding to me that so many companies can’t figure out how to develop leaders by stealing the best practices from those that do or stumbling on proven, tried and true, research-backed leadership development models, tools, and practices.
How can this be? In today’s hyper-competitive business climate, why would companies ignore such a no-brainer opportunity to kick the competition’s #%$@?
Krista Tippett knows how to connect with audiences. She hosts a radio show that airs on more than 400 stations across the country. She was awarded the National Humanities Medal by President Obama in 2014. And her show “ On Being” consistently lands in the Top 100 on the iTunes podcast charts. S
If you’re a manager in a knowledge-driven industry, chances are you’re an expert in the area you manage. Try to imagine a leader without this expertise doing your job. You’ll probably conclude it couldn’t be done. But as your career advances, at some point you will be promoted into a job which includes responsibility for areas outside your specialty. Your subordinates will ask questions that you cannot answer and may not even understand. How can you lead them when they know a lot more about their work than you do? Welcome to reality: You are now the leader without expertise—and this is where you, possibly for the first time in your career, find yourself failing. You feel frustrated, tired and disoriented, even angry. This is the point where careers can derail. If you get to this point, or see yourself headed in this direction, what can you do?
This post is about the importance of focusing on both mindsets and behavior when creating an action plan at the end of a 360-feedback process.In a recent post, Kevin Cashman reported new research with a large sample size of managers and companies that clearly established, through quantitative assessment, that the managers in companies with higher financial performance had higher self-awareness than the managers of lower performing companies. Wow! How to act on this knowledge?Theoretically, one way to increase self-awareness in a company’s leaders is to give them 360 feedback. Possibly.
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