Good leaders never use shame or public demeaning as a leadership tool. Discomfort, yes. New situations, a bit of a comfort zone stretch, some natural consequences to actions, sure. But shame – to make someone feel guilty as a motivator to change – will only hurt relationships, make observers wary, and send the message that such tactics are okay … Read more
Some leaders are open and transparent with others, and some are more private. But if that privacy is segregating their personal life and history to such an extent that their team feels like they don’t know them, then that leader is at a disadvantage. Leaders who make it easy to get to know them have an easier time developing relationship … Read more
Some leaders are afraid to directly address self-centered behaviors. Examples include messes, parking in the wrong spot, and abusing the printer or copier. What happens then, is the leader (attempting to solve an obvious problem) sends out an all-purpose missive, rather than addressing people directly. This is an error. Because, the people it is directed … Read more
About 80 times per year, Group Dynamic workshop participants will make a “selfish behaviors” list, so we have something to refer to as we work toward better ways of maintaining high standards through effective, relationship-based leadership. Most common concerns include lateness of delivery or arrival, or lack of initiative. But there’s an equally common area … Read more
Communication. Always a concern. Two areas that get the best of us are: Speed of response Method of communication One team I worked with recently was typical: There was a broad range of expected response times. When we surveyed the group, asking the question “What’s your personal standard for responding to email?” the answers ranged … Read more
Please give frequent feedback to the people you lead. This is your responsibility. But please avoid giving feedback to the people who lead you, unless they purposefully request it. It’s not your role. Also, avoid giving feedback to your peers, unless they purposefully request it. It’s not your role. When peers or leaders do ask … Read more
Let’s make this easy. If your religious or political convictions are strong, AND you believe that you are called to use your leadership position to do everything in your power to bring your team members around to your point of view, this post is not for you. Go watch the small but lovely film “The … Read more
Leaders develop their people — it’s important to help them grow, to make yourself more effective by delegating, and to see who could advance to leadership themselves. A first step to determine readiness is to simply ask for more. This could be either faster delivery, more complete work, or greater pro-activity. Here are four approaches, each … Read more
You may recognize this post as a “rerun” of years’ past, but it bears an important reminder that can be easily looked over. We’re edging closer and closer to the Winter Solstice, the shortest and darkest day of the year. As a stark contrast to the holiday season, it can exacerbate hidden internal sadness in … Read more
A very common transgression that starts small, then grows when not addressed, is lateness. Whether it’s late delivering on a deadline, or late to meetings, it needs to be addressed early and directly. How? Let’s start by addressing meeting lateness. Below are four approaches; feel free to adapt however is most comfortable for you. Note … Read more