Management “by walking around” topped the business leadership advice list a number of years ago, and still sells books. Credit for the original idea variously is given to an HP manager from the Seventies, or to Abraham Lincoln.
Read a biography of Lincoln and you will see that he indeed did a lot of “walking around” as part of his management style. He visited army camps unannounced. He hung out …
Apples-to-Apples is a popular game in my house, where a person must decide which word submitted by the other players best fits a theme card. The winning entry gets the theme card. Collect enough theme cards and you win the game. Players are allowed to lobby for their submission to win that theme card.
This has a strong echo in corporate decision-making processes. The best decision is not always taken, …
We all have experience working with jerks. It is part of the landscape of corporate America. We get a job that throws us into a diverse mix of people, some of whom act in ways that you might consider jerky. The offenders could be on our team or on teams with whom we collaborate. And you have to figure out how to work with them!
Research confirms that downtime regularly interspersed into our working lives raises our energy and ability to focus. We live in a 24/7 world, so leaders must actively work on shielding their people from work "alerts" during their time off. Engagement rises when employees can disengage at night and on weekends.
The end of March is the first big milestone of the business year. It’s time to run your first in-depth check-in with your team, as a group and individually, to realign purpose and energy with your goals. Here are some areas of focus for your discussions as you work together to plan out a highly productive second quarter of 2018.
As Q1 ends and Spring arrives, it is time to inject energy into your own leadership improvement program. Remember those earnest January commitments? Time to measure your progress and reset your improvement plan to move forward with renewed commitment. We have some ideas for getting that done.
Investing in people derives greater ROI than investing in physical assets. The cost of one new machine could cover leadership development for 100 front-line managers. And it offers a key competitive advantage, since most organizations have yet to cotton on to this simple idea. What advantages do you gain?
Your achievements are the sum of your habits. What you get done each day is built on the habitual way you approach your job and work relationships. So, holding onto bad habits, largely out of comfort, impedes your own career progress! How to swap those out for great habits? Read on.