If you’re in a leadership role, it’s your responsibility to find that “common ground” when you are communicating with a team member. A “one-size-fits-all” approach to communication does not work, especially when you’re delegating work to be done and attempting to set specific expectations.
Far too often, non-performing leaders give minimal instructions (that only they understand) and quickly move on. They do no training. They then get frustrated when the work doesn’t get done properly and then launch a personal attack on their team member. They are also extremely good at writing vicious e-mails condemning an individual—who may in fact be deficient. Non-performing leader are basically insecure in their own abilities and compensate for their insecurity by attacking others.
Non-performing leaders tend to do things “to people” as opposed to working “with people.” Continue reading →
As I look at the most successful clients I have worked with, the one common link between them is their ability to make timely and quick decisions even in the face of incomplete or imperfect information. They know that decisions result in action which can lead to the growth of their business. Hence, the quicker they make the decision and act on it, the faster they will be able to put their business on a growth path.
Given how quickly the competitive landscape changes, taking too long to make needed decisions can be a business killer. Some will justify their reason to decide and act slowly as their need to “get it right.” In fact, they are really showing their aversion to risk and their need to want to be perfect. Trying to be perfect is also a business killer.
When running a business, nothing is ever perfect. You collect and evaluate the information you have, come up with a plan, decide and then take action. If you make the wrong decision, you make another one to make it right. It’s that simple. There is no need to study all of the sides of a circle!
“Yeah Right!?” That’s what I sometimes hear from certain business leaders when I talk about creating a “no excuse” culture within their organization. I’m then “reminded” that excuses are part of the game and you just have to accept them. From my perspective, accepting that “excuse making” comes with the territory is, well…an excuse not to take action!
Effective leaders know that building and sustaining a “no excuse” culture can be done – not overnight – but as a result of the combination of several distinct (but related) tactics. These tactics include: Continue reading →
A while ago, I wrote about “quiet confidence.” In that Wake-Up Call, I stated that quiet confidence means that you consistently believe in yourself – 100% – to the point where you know that success is the only outcome. Individuals who possess quiet confidence know exactly what they have to do to achieve their goals. They don’t talk about what they’re going to do, they let their actions (and results) speak for them. Individuals who practice quiet confidence possess a healthy dose of self-confidence.
Self-confidence is an important element of success. When you have it, you’re bold and are willing to take smart risks. You’re willing to question the “status quo” and try new approaches if that’s what it takes to be successful. You compete with yourself to be better from one day to the next.
If you’re a leader, you have the responsibility to instill self-confidence in each of the members of your team if you want them to perform at an effective level. Some leaders don’t see instilling self-confidence in their team as a necessary part of their role. That’s too bad because individuals who have doubts about their abilities do not perform at 100%. This could drag down the performance (and results) of the entire team.
Some of the ways a leader can pump up their team’s self-confidence are: Continue reading →
Over the span of my business career – and more recently in my role as an executive/business coach – I’ve witnessed what business owners have done to hurt their businesses and themselves. In some cases, they’ve even managed to run the business down to such a level that there was no way to recover.
Here are 3 ways to “kill” your business. Hopefully from this advice you’ll do the opposite. Yet, I know out there, there are some of you who unfortunately need to experience the pain before you realize that it is too late. Continue reading →
One of the keys to having a productive team is to create a work culture that possesses a clear vision; one built on strong values and demonstrates that you, the leader, genuinely care. Let’s talk about the “caring” part. To show your team that you care for them demands that you focus on “what makes them tick” as people, both individually and collectively. After all, they are people who are on your team.
As the CEO or leader, your primary responsibility is to drive your organization to business growth. It requires not only getting things done, but more importantly, getting the right things done.
To achieve the results required means that your leadership skills will be tested. Here are four concepts to keep in mind as you lead your organization and drive them to achieve business growth. Continue reading →
Back on August 4th, the Wall Street Journal ran article about how the Board of Avon Products Inc., pushed out their CEO – they fired her – as a result of her 5 years of disappointing results.
If you’re the CEO or leader of your company (regardless of its size), you are ultimately responsible for what goes on. Why? Because, as the leader, you are paid to deliver (get) results – period! In essence, you’re the CRO; that is, the Chief Results Officer.
So now you’re thinking that you’re not a public company and not subject to a Board or shareholders. Make no mistake, whether you are a publically or privately held company, your customers have a say in how well you’re doing with respect to the quality of your results.
If your results don’t meet your customer’s expectations, they have a very simple way of telling you: They go elsewhere! And, when they leave you, they tell others about your performance. At some point this customer exodus will threaten the very existence of your business. Your customers not only expect, but demand, that you continually get better and consistently deliver results that are valuable to them! Continue reading →
Peter Drucker is universally known as the “father of management theory.” After his death in 2005, Businessweek magazine called his work “a blueprint for every thinking leader.”
Over the last 6 months, I have spent a significant amount of time re-acquainting myself with his work. I had first read many of his works while I was growing in my career at USLIFE.
From this recent review, I learned or re-learned many things. However, two of his statements were very interesting to me. They were:
“Executives spend more time on managing people and making people decisions than on anything else – and they should. No other decisions are so long lasting in their consequences and so difficult to unmake.”
“Of all the decisions an executive makes, none are as important as the decisions about people because they determine the performance capacity of the organization. Therefore, one should better make sure that these decisions are made well.”