Saying yes to too many opportunities, too many projects, or too many people is a recipe for failure. As entrepreneur Derek Sivers likes to say, "No more 'yes.' It's either, 'Hell yeah!' or 'no.'"The problem is, when most of us say no... it still often turns into a yes.Maybe a friend pleads. Or a vendor begs. Or a customer argues and cajoles and chips away at our resolve until no becomes maybe and maybe becomes yes, and we wind up agreeing to something we wish we hadn't.Or -- and this is even more likely -- maybe you chip away at your own resolve until you wind up doing something you
This will happen when there is a commitment to the view that everyone in your organization can make real and meaningful contributions to the innovation process. And everyone can, in fact, be an innovator, and part of your job may be to make them believe so, because in company after company it has become conclusively apparent that strong and focused leadership is absolutely required to bring forth and develop innovation on a consistent basis. And rarely, if ever, has a great company emerged from indifferent leadership. However, the notion of “culture” as a quality that describes an organization is experiential and emergent, meaning it emerges through action and behavior, but it’s not a quality that comes to life due to a decision that it ought to. Indeed, no one can mandate a particular type of organizational culture (“the beatings will continue until morale improves”), leaders do create the conditions in which it may emerge, and thus it is in creating such conditions that the role of
Influence is an exceptional quality that has an impact on one or a large group of individuals. When we meet a great communicator, we might say they have charisma or that “x-factor” that draws others to them. Here are 4 ways to develop these qua [...]
Do the people you lead know what the goals are? Are they aware of the destination, and your expectations for how they’re supposed to get there? A primary responsibility of leadership is to communicate expectations, both with words and actions. When leaders carefully and consistently set expectations, they engineer a flourishing work environment. However, when leaders abdicate their duty to communication expectations, chaos ensues. Here are six rules of thumb to follow as you set expectations in your organization.Set them for yourself first. Leaders must set the bar the highest for thems
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