Enable Others to Achieve Results with Joy

The accountability chain

(0)

When you struggle with accountability in your organization, most likely it is because you haven’t set the conditions for people to be accountable. For someone (group, team, unit, vendor) to be ‘accountable,’ four specific conditions need to have been present long in advance. Working backwards from the end product to the beginning of the process:… Read More ›

Listening and Seeking Input »

Seek actionable feedback

(0)

One of the paradoxes of leadership:  Your effectiveness as a leader is directly tied to how you affect others. Yet you cannot accurately know how you are perceived by others unless you can somehow ascertain their honest perceptions. As Shakespeare put it in Julius Ceasar, “the eye sees not itself, but by reflection”  (Brutus to… Read More ›

Deciding Purpose, 
Priorities and Outcomes »

Leading means thinking strategically

(0)

No matter what function you are responsible for in your organization, if you are going to lead, you need to think about strategy. Despite the daunting, almost mystical air that often surrounds the word, strategy does not result from super-human intelligence or godlike wisdom. Strategy means: 1) Anticipating the future, 2) Thinking about your choices… Read More ›

Selecting Colleagues »

How to avoid the 10 most common hiring mistakes

(0)

Even if you only hire one person every couple of years in your operation, each hiring decision is crucial. If you think about it, the fewer people you have in your operation, the more important each one is. A bad hiring decision can have terrible effects on your organization’s productivity, its financial success, and even… Read More ›

Modeling Values »

10 Tests to Evaluate Your True Values

(0)

Credibility is the soul of leadership. Credibility comes a root word that also gives us creed and credit; it means believe. When you have credibility you have it because others believe you. Leaders have credibility with their constituents not only because they don’t lie to them, but because their actions are credible. A leader of integrity… Read More ›

Communicating 
(Personally and Publicly) »

The accountability chain

(0)

When you struggle with accountability in your organization, most likely it is because you haven’t set the conditions for people to be accountable. For someone (group, team, unit, vendor) to be ‘accountable,’ four specific conditions need to have been present long in advance. Working backwards from the end product to the beginning of the process:… Read More ›

Encouraging and Developing Others »

Morale and the “Reciprocal Motivation Deficit”

(0)

Consider morale. Let’s define it as: A pervasive mood; the workforce’s general emotional state that effects productivity. Because morale affects productivity, and productivity affects accomplishing your organization’s mission and its financial performance, morale matters. If workers’ enthusiasm for their jobs weren’t truly important, no one would ever need to talk about a morale problem. Not surprisingly,… Read More ›

Aligning and Leveraging the Organization »

Effective leadership requires organizational support

(0)

Leadership often is mistakenly described as the product of an individual’s traits or character (dynamic!, inspiring!, take-charge!). That approach overlooks at least two central elements to a person’s success as a leader: actions that produce desired outcomes, and the support the organization provides (or doesn’t) to enabling the leader’s efforts.  (The trait-approach to defining leadership also… Read More ›

Managing Processes and Work Flow »

Improve performance by analyzing underlying not-so-obvious causes

(0)

There’s at least one cause behind every discernible consequence. And probably more than that. A phrase I’m fond of: It’s never one thing! When evaluating the cause of performance (sometimes referred to as After Action Assessment from its use in the military), you would do well to have a menu of many potential categories of… Read More ›

Assessing and Adjusting Performance »

Does Leadership Development Work?

(0)

Chances are, no matter when you read this thousands of managers are gathered, right now, in hotel meeting rooms around the world participating in “leadership development.” They are dutifully learning about having a vision, setting priorities, making ethical decisions, coaching not directing their colleagues, and all the rest of the clichéd canon. But will any… Read More ›

Maximizing Own Effectiveness »

One more time, managing versus leading

(0)

Brilliant leaders pay attention to the management of their organization, and effective managers spend time leading. There only choice to be made is the balance of time, and the amount of focus, that is spent between the two roles as is appropriate to a given individual’s function in the organization. Here’s a quick recap of… Read More ›