Whether we lead people or ourselves, we each have leadership attributes.
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.
Try these 5 simple actions for starters: Continue reading
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.”
So how important are these two concepts? Consider the following: Continue reading
About a week ago I made a call to a financial planner whom I know who works here in Middletown, New Jersey. Several years ago, I had a brief coaching assignment with him.
The reason for my call was to refer an individual to him, who I thought, would be a good potential client for his business.
As expected, his assistant answered the phone. I introduced myself and asked if I could speak with the gentleman. She put me on hold and after 10 or15 seconds, came back and said, “I’m sorry he’s in a meeting right now. Can I take a message and have him call you back?” I responded that it would be very nice, and gave her my name and the best contact number for him to use.
Then, as expected, she asked, “May I tell him what this call is about?” I responded that I would prefer to discuss it with him when he called me back. She did not like my response, her tone changed and she became a bit frustrated with me because I wouldn’t comply with her request.
Now, in all fairness to the lady, she probably thought that I was one of those annoying telephone solicitation calls that we all get. Continue reading
Over the course of the last 12 to 18 months we have witnessed an intensified and very comprehensive display of what leadership is not by our elected officials at all levels across all party lines.
Now, I’m not taking sides or interested in a political discussion. Like you, I’m a citizen waiting for the people we elected to, well…do their job for all of us.
However, as a result of this political display of drama, anger and missteps, I thought I would turn it into a simple learning opportunity on what I believe (and have coached clients on) are the criteria we should set for not only our elected officials, but more importantly, for each of us who are leaders within our businesses. Continue reading
The best leaders know that problem solving comes with the territory. In fact, whenever they solve a problem, they earn the right to solve a more difficult one in the future.
Working our way to solve a problem can be like traveling through a maze – with wrong turns and dead ends. However, when the problem is solved we grow (as a leader), from: what we learned from the experience, new skills we developed, and existing skills we enhanced.
All leaders want to be known as being able to solve problems efficiently and effectively. Earning that reputation is directly related to the process you follow from problem identification right through to its correct solution. Continue reading
Distractions: We all experience them and we all have to deal with them. But did you realize that you are the cause of most – if not all – of them? For example:
- You’re busy, but not productive – If you don’t have clear and specific goals for your day, week, month or year, distractions will pull you in different directions and waste your time, and in the end you will have nothing to show for your effort.
- You’re an expert at “fire-fighting” – It’s nothing to be proud of. You may actually be the cause of the flare-ups. A big distraction is solving everyone else’s problems. Make sure everyone on your team knows what they must do, why they do it and how to do it.
- Nothing gets done, unless you do it – Are you properly training your team to do their jobs as intended? Have you set clear and achievable expectations, and does your team understand them?
- There is never enough time for you to have time for you – Do you schedule a 1-hour appointment each week with yourself? Put it on your calendar. You need the time to re-group and re-focus on the right things.
- Your open door is a revolving door of constant visitors who all ask, “Hey do you have a minute?” – If you do, say “No!” Saying “no” when you have to is critical for your sanity and ability to properly lead. Fight for and guard your time. Stop giving it away.
Innovation vs stagnation: legacy thinking – that is, sticking with the status quo – and how it applies to growing your business. What happens if you never innovate? Listen to what Chris has to say…