If you haven't worked for these managers, you've heard about them. Employees buzz about these bosses over lunch, complain about them around the water cooler, and chew them up at the dinner table with their spouse. And if these leaders don't get some feedback or training from their superiors, they'll soon cost their organization big bucks because of employee turnover.
Boomers face the increasing perception that they are getting long in the tooth, and that younger managers are better prepared to lead project teams going forward. Yet the truth is that over 80 percent of corporate managers are not only ill-suited to their jobs, but their lack of leadership negatively impacts profitability.
In 2035, the youngest boomers will be 71. The oldest will be 89. What is it going to be like to look back from that vantage point? Hopefully, most of us will have figured out how to keep working as long as possible -- certainly to 70, when the maximum Social Security benefits kick in, but probably longer.
I have two degrees in Communication and consider myself a good communicator as well as listener, but improv helped me to deepen those skills. I am a typical type-A personality who finds it hard to relax. Improv helped me learn to be present and being present helps you be better listener, because one of the fundamentals of improv is making your partner look good.
If you're trying to achieve any major change -- implement a new procurement system, maybe, or shift the way people talk to customers -- you need to enthuse a network of people into action. And it's not easy. People with good ideas sometimes fail to get momentum, while others seem strangely adept in organizing their mob.
Recently we wrote about how managing for innovation requires balancing four critical factors to produce a highly motivated and creative workforce. Perhaps the most difficult of those balancing acts is ensuring that employees have clear, meaningful goals as well as considerable autonomy in meeting those goals.