There is a discussion on LinkedIn titled As a Leader, do you hear less of the truth from your team?
As I am writing this, there are 105 responses. I have been seeing this on my weekly feed for some time, and each time I see it, it bothers me. Perhaps it’s time to explore why.
Fundamentally I am bothered by a sense that truth is growing more and more elusive. Read more…
This story isn’t new, but the lessons to be learned, sadly, still plague us.
Benjamin Moore, one of the companies in Berkshire Hathaway’s stable, made headlines for something that could have very easily been avoided.
Berkshire Hathaway officials came to Benjamin Moore’s headquarters, gave the CEO Denis Abrams his walking papers, and escorted him from the building. It was newsworthy enough that it was reported in the New York Post and other media Read more…
My mother, God rest her soul, once cautioned me to understand that not everyone takes work as seriously as I do.
I was telling her about some workplace injustice, and then I got good and mad, as I tend to do. And this is truly my cross to bear — the cross of caring too much. It sucks, honestly.
But then again, I can’t imagine not caring. Read more…
Last week I wrote about the sometimes hidden costs of a leader asking a question, and the danger of not recognizing the risk and expense it can cause.
Another lurking cost I see is what happens when they are unwilling to let go of detail.
Leaders who not only personally require a deep level of detail, but also require that everyone in the management chain understands and processes a deep level of detail, are paralyzing and de-motivating their organization. Read more…
“If you want to increase your success rate, double your failure rate.” – Thomas Watson Jr., former CEO of IBM
As children, we are naturally inquisitive, curious, eager and willing to try new things.
When they don’t work out we are quick to move on and try something else. We don’t waste time or emotions worrying about what didn’t work, we simply move on to trying something else.
Then something terrible happens. We learn that failure is unacceptable and are admonished, shamed and ridiculed for it. Read more…
There we were — discussing the factors that make “great” employers so special.
I couldn’t resist asking how organizations on Fortune magazine’s list of 100 Best Companies to Work For compare with those featured in Jim Collins‘ best-selling books, Good to Great and Built to Last.
Similarities? Differences? Read more…
Frank Sonnenberg wrote a terrific blog post recently on “Tough Love: A Lifelong Gift.”
His context was parental responsibility and his descriptions of common scenarios that occur when parents don’t set strong parameters for appropriate behavior would make conscientious parents squirm.
His premise is that if parents don’t set boundaries and hold children accountable for operating within those boundaries, the children don’t learn right and wrong. They don’t learn how to behave properly, and in turn misbehave.
What do you think? Does this have relevance to the workplace? I think that it does. Read more…
Second of two parts
We all strive for a harmonious workplace that offers us the opportunity to bring out the best in ourselves and others and to do meaningful work we believe is important.
However, many of us find something much different — strained interactions with leaders and colleagues that sap our motivation rather than helping us to excel.
Talented leaders know the strategies that help them thrive may not help their colleagues or direct reports, and may even prove counterproductive for others. In part one of this article Motivating Employees Can Simply Be a Choice of Promotion or Prevention, we learned about two powerful — but very different — personality attributes that define employees’ preferred working style and performance. Read more…
It is “inconsistent with our purpose.”
And with that, the ball dropped. CVS President and CEO Larry J. Merlo used that phrase to make an announcement that rocked the health care and business community.
The significant action we’re taking today by removing tobacco products from our retail shelves further distinguishes us in how we are serving our patients, clients and health-care providers and better positions us for continued growth in the evolving health care marketplace.” Read more…
As many of us know from experience, too often people are promoted because they are good at what they do, but not all high-performing individuals make good managers.
Companies need to know what to do about this situation since they promoted the person and are now responsible for this new manager’s training and leadership growth.
So, just how does a company manage a manager who can’t manage? Read more…