I think there are two types of people in the world:
- People who stay in their lane;
- People who don’t stay in their lane.
The first group, lane stayers, are the type of people who follow a natural life path. Basically, these are the people who don’t push the natural evolution of their lives — I started at this company. I worked my job. In a certain time I’ll get promoted. There is a sequence of life that I’ll follow, and for the most part, things will work out. Read more…
Often when working with groups or coaching individuals on how to engage people in constructive conversations around difficult issues, I’ll have someone say “Why do I have to be the one to do all the work? They’re the ones with the problem.”
They then go on to explain how the other person is the one who A) behaved badly; B) isn’t doing their job; C) acted inappropriately.
They bristle at the suggestion that THEY do the work to “get their head and heart right” before the conversation, as I recommend. I’ve found over the years, from both personal and professional experience, that the time spent getting into a more productive emotional state and a wiser, more thoughtful mental state before the conversation is time well spent. Read more…
Most leaders can describe the values of their organization, but fewer are successful at “walking that talk.”
In fact, as communication increases about an organization’s values, there’s a greater risk that employees and customers will become cynical.
Why? Because the gap between the “walk” and “talk” is always more visible than we think. As anyone involved in a culture change process will know, it takes time and effort to align these two. Read more…
The Institute for Corporate Productivity (i4cp) recently released its fifth iteration of their GLD (Global Leadership Development) study.
The report, Global Leadership Development: Preparing Leaders for a Globalized Market, examines opportunities and challenges for organizations working to develop “global leaders,” or leaders who have global expertise and can perform in an international environment.
With factors like technology making the workforce increasingly global, this is an area of leadership development that organizations should consider adding to their focus. As i4cp discusses in the report,
The purposeful development of global competencies and capabilities among leaders is essential to organizational effectiveness and competitive edge.” Read more…
Leaders think strategically, understand the critical link between focus and clarity, and appreciate the value of time.
So, fewer and fewer are inclined to let others waste their time. Brevity has become a basic communication skill for professionals. Read more…
I’ve been writing and speaking about Millennials since they first made their way into the workplace as teenagers in 1998.
Since then, I’ve interacted with thousands of mature business owners and leaders who’ve confessed their struggles and frustrations in managing this enigmatic generation.
Today, more than half of all Millennials (born 1980-2000) are 25 and older, and the part-time teen workers of 1998 are now 35 years-old. They hate being lumped into a generational heap that’s been branded and widely criticized for being inherently lazy and entitled.
This is especially true for those overachieving Millennials, who are anything but lazy and entitled. Read more…
In May, I wrote about a young man who had been identified by a Fortune 100 firm as a high potential and placed into a leadership development program to prepare for the possibility of promotion into the executive ranks.
In September, I updated the story to what I thought would be a sad conclusion.
But this story has a happy ending. On a recent Friday, the young man was offered the position of Director for a Fortune 100 company, with all the frills that go along with moving into the executive ranks. Read more…
People are promoted because they’re good at their jobs. Being in a leadership position is a very different job, for which most are not trained.
Why they’re not trained is a bit of a mystery. It’s as though colleges and professional schools don’t expect their graduates to move beyond the entry level.
Interestingly, well-intentioned managers, doing their best to be good organizational leaders, often repeat unhelpful supervisory practices experienced in their early careers, even if they disliked them at the time. Read more…
We know that it’s far cheaper to retain an employee than to replace them.
But in order to understand how to retain, we first need to understand the elements that go into an employee’s decision to stay or leave their job.
Generally speaking, there are three broad categories of elements that make up an individual’s decision on to stay or quit their job:
- Overall compensation;
- Job satisfaction; and,
- Career progression. Read more…
It’s hard to remember a time when collaboration wasn’t a widely discussed and accepted concept.
It drives how we design offices, how we form teams, and how we plan strategically.
However, as a result of its universal popularity, the word has been stripped of much of its meaning. Whereas it originally was a process for creatively and effectively completing complex projects, in practice it can be diluted to mean simply working together in groups. Read more…