Thanksgiving is a time to express gratitude. As leaders, we can show our people that we are grateful for their contributions to the business by recognizing their efforts. Recognition is a core component of building team member commitment. But, most leaders struggle with how to effectively recognize their people. Watch this video to learn a simple framework on how to recognize people in a way that actually impacts business results.
Most leaders struggle with how to give team members feedback. Use this model to provide feedback in a way that will engender team member commitment.
As most Denver Broncos fans know, John Fox, the Broncos highly respected head coach, went into unexpected surgery this past Monday to replace an aortic valve in his heart. It's still unknown when Fox will return to the sidelines, but he will likely be out for quite some time.
When was the last time someone told you what to do without explaining the reason behind their directive? What was your reaction? Did you unquestionably cooperate?
The "100-year flood" hammered Boulder, Colorado. Between September 10th and September 15th, 17+ inches of rain poured down, including over 9 inches on September 12th alone. The torrent overwhelmed the steep terrain of the foothills and flat-landers to the east.
Are your future leaders prepared for roles that will directly impact business results? Are there people on your team you'd like to groom for future leadership positions but don't seem to have enough time to effectively mentor? Is your leadership bench primed with skilled leaders who will enable the business to navigate rapid growth?
Today’s global business environment requires leaders to navigate geographical and cultural differences that team members and constituents bring to the business. Perhaps it’s remote employees based in China, India, or the Philippines. Maybe it’s the sales relationship with customers in different regions of the country.
So, you are a leader in a matrix organization. Perhaps you are the Line Manager to whom a Team Member reports directly, although you rarely see each other.
One of the challenges senior leaders face is that for the first time in their career they may find themselves on multiple teams. For example, they lead their own team of managers who run the function of an organization such as Sales or Engineering. And, they may also belong to a leadership team comprised of fellow hard-charging peers from other functions of the organization that report up to a General Manager or CEO.
In my last post, I introduced the idea that developing a deep level of interpersonal agility is critical to being successful as a senior leader. That's partially because as senior leaders rise to higher levels in their organization, they are less likely to hear the truth.