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:
It’s the New Year. A fresh start. Rekindled ambition. It’s time to lead your organization to the Promised Land!
Inspiration for my weekly blog comes from many sources. Now, after more than 300 posts, I’m reaching out to another source … you.
The labor market is tight. Many would say brutal. As a result, numerous companies now realize that if they can’t hire people with the right skills, they’ve got to develop skills in the right people.
Conventional wisdom holds that managers should empower their people. That people who have the freedom to make decisions and act on their initiative are more fulfilled in their work and perform at a higher level. It makes good sense.
But there is a dark side to empowerment. It provides a ready-made excuse for managers who don't believe their job actually involves managing. Those who want to be a leader without the responsibilities of leadership.
Empowerment on its own is no panacea. It is just one element - yes, a very important one - in an environment designed for performance and results. Focusing on empowerment yet ignoring the other elements can be disastrous. For example, if you provide empowerment without direction, it leads to chaos. Empowerment without resources leads to frustration. Empowerment without knowledge leads to poor decisions. Empowerment without skills leads to well-intended failures. If all you do is empower your people, then you're likely setting them up to fail.
Empowered people flourish when they have a sense of purpose, when they understand the goals and what is expected of them in pursuit of those goals. When they have the knowledge to make good decisions and the skills and resources to effectively act on them. When they are recognized for taking action and encouraged to learn and grow.
Empowered people flourish when managers realize their role is to create an environment in which their people will be fulfilled and perform at a high level. When they don't use 'empowerment' as a poor excuse for abandonment.