I went to theater knowing that I was going to be experiencing something very special. As the final credits rolled, I contemplated my own coaching approach, and to what extent a personality like Simmons's character, Terrence Fletcher, would be taken seriously in business.
A growing number of leaders have started to recognize that what worked for them in the past is no longer effective given today's realities. There's an "underlying force" that's causing organizations worldwide to rethink their approach to planning.
Last week I presented at a leadership forum for nearly a hundred talented and aspirational women leaders. At this venue, I rallied a call to action for women to have their voices heard and valued by creating a "personal brand."
I may be biased, but I think that a process focus culture is the next big thing required in business today. If we could find these naturally process-oriented people and maximize their energy, we could shift our thinking from "process improvement OR day job" to "day job THROUGH process improvement."
He paused, reached over for his checkbook, and filled out one of the checks. "Here, take this. Now you can live your dream." It was enough money to buy 50 acres of some of Britain's most beautiful land.
While you may cringe at the amount of time it takes to develop the right words to say that both inspires staff, while at the same time, provides constrictive criticism for areas of deficiency, don't discount the importance and power of evaluating employee performance.
We've spent a lot of time in recent posts focusing on the best ways to approach women's leadership development. But sometimes, knowing what not to do can be as instructive as guidelines on how to do things right.
At age 22, Jennifer Prosek started a public relations company. She was highly motivated and talented, and was able to start building a team of people to work with her. But the addition of new team members seemed to stall the growth of her company.
How much time do you spend learning on the job? If we look to the standard "70:20:10 ratio," we might think that we spend a lot more time engaging in on-the-job development opportunities than we actually do.
One aspect of improvisation that is so helpful to leaders is the ability to deal with the unexpected. That flexibility and the sense that anything can happen keeps us on our toes and ready for anything. It's a critical skill in an ever-evolving, global professional world.
There are many false impressions of what makes a great leader. Many people think that it's baked into your DNA whether or not you are destined to become an effective leader. Well guess what, they are wrong. I've shattered the top leadership myths and am giving you the reality.
Engagement is both collaborative and consensual. It's the leader's job to ensure that their direct reports are engaged. Unfortunately, your 360 feedback results indicate that others frequently see you as the "boss from hell" who is better at commanding than leading.
Failure to create and sustain effective interpersonal relationships (social intelligence) with others is often the driver of executive derailment. Personality clashes with subordinates or other executives and an inability to adapt can drive a wedge between colleagues in a team environment.
Ego carries out life's directive to survive by adapting to adverse environmental or organizational conditions. Senior leaders often have large egos; it's what helped them survive the trip to the top of their organization.
Recognizing, discussing, calling out, debating, arguing about, examining this perhaps-innate gender bias against women who negotiate is a first step. We should be having these discussions publicly, and managers should be having them privately.