Being productive, simply stated, means you’re producing something. In my opinion, being productive can go two ways—it can be an inward flow of information or learning, or it can be an outward result of producing or achieving a task.
As leaders, it’s one of our many responsibilities to manage change and mitigate any negative impact change may have to our teams.
In the workplace, over-apologizing can backfire on you. It may reflect lack of confidence, incompetency, and low self-esteem in you. Worse, it can accelerate their lack of confidence in you.
Consuming this much information was helpful to me in many ways. The intake of knowledge made me a much better coach to my team. I was able to pull concepts and ideas to help them develop and grow their careers. This also helped me be more insightful in sharing ideas through blogs and other outlets.
For many leaders and managers like us, we need to start transforming our management paradigm right now. Though it sounds pretty catchy to call this post the “must ‘becomes’ for leaders in 2020,” we all know that the best time to start a shift to the better is right now.
Paradigm is “the way you see something, your point-of-view, your frame of reference or belief.” Paradigms can be harmful. It can narrow your thinking and it can create biases that hinder development, progress, and growth. The only way to avoid these biases is to have a paradigm shift.
Think of paradigms as maps of certain territories. Don’t you think navigating that territory would be much easier if you had a map? Doesn’t it make so much sense to have an accurate, updated map?
Like acquiring new technology, those bright and shiny objects, it is also tempting to acquire new, fresh talents outside of your organization.
Without the seamless and unquestionable connection between the three boards, there wouldn’t be a unified compass for each member of the organization, and those with whom they involve with to be business partners, to undeniably gauge their actions and if those actions align to what the organization stands for.
We all need to realize that we need to collaborate with others in the organization. Your talents and skills are irrelevant if you cannot connect with others, supplementing your skills with theirs. At the same time, we need to recognize that there will be others much smarter and more talented than we are.
Finding “shortcuts” to get to your goals may work in the short-term. Perhaps, you’re able to pull it off and sustain that success for yourself. If that’s you, I’m happy for you. However, you’ll find that many of the great leaders, at every level of the organization, have gone through some type of process to be well-equipped for their roles.
Emotions come in many forms and it can get the best of you in several different scenarios. If you’re reading this post, you’re most likely in a corporate setting--as a leader or as an individual contributor. Emotions can cloud our judgement at work as well. It will not only hurt your personal brand, but it can negatively affect your output at work and folks with whom you manage.
During that afternoon’s talk, Quint talks about the flywheel and how this model help hardwire excellence and drive change within the organization. Using this model can help mature an organization to a point of growth momentum. Where is growth is sustained regardless if great leaders leave the organization. He illustrated the flywheel with three distinct parts: Passion, Skills, and Results.
Many leaders on the business side of the organization may want to use this new technology for the sake of sales or customer service. Though they have the best interest of the organization in mind, simply implementing new technology is not usually that, uh, simple.
What I learned from Adam Ely, vice president and deputy CISO for Walmart.
“All coaches can be a boss, but not all bosses can be a coach.” There are times when a leader has to play both roles at the same time, leveraging the two different mindsets to their advantage to reach a certain outcome.
In our journey to identify ways to motivate the folks whom we lead, it’s important to understand the three basic needs of every human—Competence, Autonomy, and Relatedness. Understanding the dynamics of the tree components will help us pinpoint the proper approach in attaining sustained improvement through motivation.
The ability to help these employees overcome this setback is key in building high-performance teams. As leaders, we’re rated according to the performance of the individuals and the teams that we oversee.
Leaders who are effective coaches not only inspire personal growth and development for these individuals, but they also contribute to optimal performance of their teams and the overall organization.
Having trampoline listeners across the organization is an imperative for continued growth and relevance.