I’ve been a two-foot driver since I was 16. And I don’t mean just when driving a standard. What I mean is when driving an automatic. One foot on the accelerator, one foot on the brake.
Stuff happens. Things don’t always go according to plan. Situations change. That’s why there’s one trait I look for in every employee. Initiative.
There are lots of reasons for not holding your people accountable for poor performance. It’s uncomfortable. It’s emotional. It takes time. It takes energy. The costs of holding your people accountable are significant. So what do you do? You procrastinate, or avoid it altogether.
Best practices. The activities and processes that correlate with success. You should want to migrate them throughout your organization to improve performance and accelerate change.
You’re constantly under siege. Rings, pings, buzzes and alerts – the barrage of information and communications is never-ending. Is it any wonder that, like all of us, you’re prone to distraction?
Lease your beliefs, don’t own them. It’s something I often say to my clients. Why? When you own your beliefs you feel compelled to defend them, and keep defending them, when they come under attack. When you lease your beliefs, it means they’re subject to reevaluation and you might decide not to renew them.
If there’s one management practice I absolutely love, it’s Management by Questioning (MBQ). What is MBQ? It’s the use of questions to promote thinking, learning and independence, to convey that you value people, and to help build a culture of engagement and commitment. Yes, it can do all that. Here’s how:
You go out for dinner. You might have a very good experience. You might have a great experience. And if you’re lucky, you’ll have an experience that is even better than exceptional.
There’s a lot to be said for hiring former athletes. Aside from the technical skills and experience you want in a job candidate, former athletes often possess traits that are associated with success in a business environment. Still, not every former athlete makes a good hire. Here’s what to look for:
When we think of strategic leaders, the image of a scientist – someone in a white lab coat with thick glasses holding a test tube – is not what comes to mind. Yet, surprisingly, strategic leaders are very much like scientists. Here’s how: