One afternoon as I was passing through the airport on my way home, I ran into a colleague of mine, Stephen M. R. Covey, the author of the book, The Speed of Trust. We stopped and exchanged a few pleasantries. I could tell that he needed to get through security, so I bid him safe travels. As he was hurrying away, I yelled after him, “I know something faster than the speed of trust.” He yelled back, “What’s that?”
At the end of the sixties, I was a young college student, the Vietnam War was finally ending, and I had the opportunity to leave the country and venture to France. On my first weekend in the north of France, a large group of us decided to ride our bikes from Lille to Dunkirk. After traveling over 100 kilometers to our destination, we parked our bikes and ran down to the beach to relax. As we walked down the beach, we noticed a large hill of sand
Recently one of my trainees went through her annual performance review. She received an unsatisfactory rating in one area because her manager told her that she was too argumentative. When she asked what that meant, she was told that she asked too many questions.
70% of managers are afraid to talk to their employees. No wonder employees are disengaged or disconnected from their leadership! Employees and their managers are not talking to one another to make vital connections and increase the effectiveness of their work. Here are 10 questions that might help you assess how engaged you are with your people.
Recently a college professor friend of mine told me that one of his younger students would not confront him directly about the struggles that he was having with his class. However, the student did send my friend a private Twitter message that he was needing his help. He replied to the student’s tweet with a tweet of his own inviting the student to come to see him the next day at a specific time during his office hours. Only then did the student
When I was in college, I had a roommate who had a goal to eat a bicycle. Every evening he would take out a file and file himself a teaspoon of bike. In the morning he would place the shavings in his cereal which he ate. During the year that I lived with him, he managed to eat half of his bike.
Some of the best leaders that I ever had were not my direct managers. One such individual was an Executive VP and Chief Legal counsel at the first company I worked for. Because I was single at the time and didn’t really know anyone, I frequently stayed late in the evenings to catch up on my work.
I have had the opportunity to coach a number of different leaders. Sometimes I am asked to observe how a leader interacts with their team members and then provide the leader with feedback about the impact of their behavior on the team. When I observe a lack of engagement in a leader’s meeting, I interview team members to discover the reasons for their lack of engagement in team meetings.
May 1st in the United States was Loyalty Day. It is a day when citizens acknowledge and affirm their allegiance to the country and to their heritage of American freedom. The U.S. Congress designated May 1st as Loyalty Day on July 18, 1958.
This year’s annual observance gave me cause to reflect on the loyalty that leaders and employees have to each other. One of my clients recently finished their analysis of the annual employee opinion survey and discovered that if employees had the opportunity to take another job they would do so. The survey also identified that upper management was aloof or estranged from their team members. It isn’t hard to interpret that the lack of connection among leaders and their teams or the individuals who work for them would result in various forms of discontent that would impact morale and performance. This situation seems to be even more prevalent today as more emphasis is placed on the bottom line and less on the manager-employee relationship.
Whether you are a new leader or manager who is starting a new business, your mindset and those of your people are integral to the success of your endeavors. Why? Because your mindset influences your people’s performance.