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.
I had just finished a difficult meeting with our legal team about an infringement on our company’s copyrights. I came into my next meeting without signaling to my team what I was feeling in the moment, nor did I take the time to ground myself and shift out of my current emotional state.
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.
When I conducted research for my book, Overcoming Fake Talk, I was interested to discover why so many people were afraid to talk about certain topics -- what I call undiscussables. Undiscussables include anything that we think and feel but choose not to share. In short, undiscussables are something we keep to ourselves.
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.
I recently had the opportunity to attend a team meeting where the manager was giving feedback to his team of 30 millennials who worked for him in a local catering business. I remember some of my supervisors in the past saying the same type of things to me.
A friend of mine recently told me about a conversation he had with his brother, who he was coaching through some difficult times.
His brother had recently been promoted from the field into a corporate setting because of his excellent work. My friend’s brother expressed his frustration at how unimaginative his co-workers were and how they were always making mistakes. The brother went on about how unwilling everyone seemed to be about listening to his ideas or following his advice.
The holiday season is a wonderful time to gather with family and friends to celebrate and share time together. However, it’s all too common that when families get together, someone does or says something that offends another family member. Perhaps someone makes a comment about the poor manners of another family member’s children. Or perhaps someone comments on what ugly apparel their spouse is wearing. Maybe someone protests forcefully when another suggests an activity that everyone should go out together to do. Whatever the issue, the filters come down, people blame one another, make rude comments, and offer unwanted advice that causes other family members to take offense.
I was recently visiting with a potential client, and at the close of our conversation, I asked her if there was something I could do to help her. She indicated that there were so many new leaders entering their organization that she wished she had a list of principles or concepts that she could give to them that would help them assimilate and become effective as quickly as possible.
Because changing leadership often brings challenges, I would suggest 10 best practices to strengthen your leadership capacity and improve the quality and speed of your results.
Q: My manager is so negative and defensive that I am afraid if I shared, “I did what you asked me to do,” I would create more defensiveness that would result in increased conflict. What can I do to reduce this person’s negative energy and create a viable solution that will improve results?
A: Unfortunately, many individuals are often negative or always seem to be defensive; every situation is always the “worst” it can possibly be. We all know people...