For a while, “Nobody wants to work anymore” became an easy explanation for turnover, poor performance, and staffing problems. But I kept noticing something that made that explanation difficult to accept: organizations in the same region, facing the same economy and labor market, were having very different experiences. Some could not keep people. Others had … Read more
Culture problems rarely arrive as a single dramatic event. More often, they develop through a series of ordinary moments that seem relatively minor at the time. A decision is announced without enough context. A respected employee leaves, and no one explains what will happen next. A manager who once asked for input gradually stops. People … Read more
“Hire for attitude, train for skills” can be useful advice, but only up to a point. A person still needs the baseline knowledge and ability required for the role. You would not place someone in a specialized position simply because they are likable and enthusiastic. At the same time, a candidate who checks every technical … Read more
There is a concerning trend in the world of leadership. A recent global forecast shows some alarming numbers: fewer than half of managers actually trust their own bosses, and the trust towards senior leaders is even lower, with less than a third of leaders feeling confident in their top-tier executives. Think about this. Trust is … Read more
About seven years ago I wrote a post about “disruption,” which was a common buzzword at the time. The basic point was this: It’s important to pay attention to people who are different than you, rather than to surround yourself with like-minded folks. Unfortunately, I titled it “Leaders Know When to Tolerate High Maintenance People.“ … Read more
Shortly after Patrick Lencioni’s Ideal Team Player was published, I wrote a piece explaining and extolling the virtues of Hunger, Humility, and People Smarts. These concepts hold up well, and I haven’t lost my passion for talking about them. I hire for them. I’ve counseled others on how to hire for them. These concepts frequently … Read more
In 2016, I wrote this piece about the way to apply the Kübler-Ross stages of grief to organizational change, and made the case that a person’s needs change depending on their stage. The “dos and don’ts” definitely hold up. It’s interesting to revisit this post-Covid. I thought maybe the complexity of the responses to the … Read more
This week, I want to touch on a big role of leaders, which is the importance of getting to know their people. When I was getting my Master’s degree in Clinical Mental Health Counseling, one of the required classes was Career Counseling. I had worked at Group Dynamic for three years when I took this … Read more
You will need a piece of paper or a Post-It note for this blog. On that paper, write down an answer to one of these questions: Now, put the piece of paper aside and continue reading. Many of us drag our feet because of uncertainty. That’s normal. Because we’re leaders, we might fall into the … Read more
When I was a teacher, I learned certain responses annoyed students when they asked clarifying questions: No one likes to be talked down to. The best teachers answer the clarifying question without additional comment. If we’re honest with ourselves, the additional comments are not for the student anyway; they’re for the speaker as an outlet … Read more