Frank Luntz has “engineered some of the most potent political and corporate campaigns of the last decade.” His wordsmithing helped Republican Rudy Giuliani get elected twice in New York — a city where Democrats outnumber Republicans 5-to-1.
“Just trust me.” “Why don’t you trust me on this?” “Trust that it will all work out.” These are sentiments any person in business today has heard at one point or another. It could be the boss telling you to trust you will be treated right, a colleague telling you to trust they will deliver their portion of the project or a vendor asking you to trust they will apply the credit for your company correctly
Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement. Especially when the organization is facing potential adaptive challenges.
Humans tend to model the behavior they see. When leaders appear to be in control, know everything, never doubt, or never ask for help or input, employees think they have to do the same. The behavior they see and deem as acceptable is to be strong, not question, never be wrong, and always know. The opposite behavior is a sign of weakness and is unacceptable
To meet this goal, a performance management system must provide some way to determine how employees are performing relative to their co-workers. Yet there is currently a trend in HR to “fix” performance management by eliminating the use of methods that compare employees based on performance.
This makes no sense since this is the very thing senior business leaders want from performance management!
If we want to fix performance management, we must create methods that accurately classify employees based on past performance in a way that maximizes their future performance and retention. Rating employees to fit a bell-curve distribution is nonsensical, but identifying your top 10% of performers makes a lot of sense.
You've done everything—endured diets, purged your freezer of Ben & Jerry's, and educated yourself on fat, sugar, and calories. Yet, you can't manage to lose weight.
What's wrong with you? According to standard economic theory, which gives humans (perhaps too much) credit for making rational choices, those efforts should be enough to change your behavior. If you know the consequences but still get fat, you must want to be overweight.
“Losing $100 is more painful than gaining $100 is pleasurable”
While writing this post, I had 18 tabs open. I’d like to say they were all for research, although I’m pretty sure one or two slipped down a YouTube wormhole.
Does this sound familiar?
It seems like my multi-tab madness is right in line with the status quo. We all love to have multiple tabs open at once, adding more and more as we find new articles to click and sites to visit. Pretty soon, it’s likely we’ve forgotten what we were online for in the first place.
Being humble is not just a virtue, it's an important leadership practice. If you're overly self-promotional and rule your team with an I'm-always-right attitude, chances are your employees will feel alienated, resentful, and unwilling to go the extra mile for you.
A recent study shows that employees who work for humble leaders are more likely to work harder and come up with better ideas.
PETER DRUCKER once observed that, “Much of what we call management consists of making it difficult for people to work.” Nine years after the management guru’s death, his remark is truer than ever: employees often have to negotiate a mass of clutter—from bulging inboxes to endless meetings and long lists of objectives to box-tick—before they can focus on their real work. For the past 50 years manufacturers have battled successfully to streamline their factory floors and make them “lean”.
Today, businesses of all types need to do the same in their offices.
The 21st century leader must have the ability to make the most out of every situation. They are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders know how to get the most out of people; they enable the full potential in others.
An employee’s success, the lens they see through, the decisions they make and how they navigate their careers are all heavily influenced by the types of leaders they are able to observe and learn from. This is why you will find that many of today’s best leaders were mentored by great leaders themselves (see examples of successful technology leaders and their mentors). Success as a leader is a by-product of the leaders and mentors we associate with throughout our careers.