Limiting Internal Beliefs: Controlling
Levels of Development
Humans develop through very specific stages over the course of their lives, and along the way they can become better equipped to handle the complexities of today's fast-paced and interdependent business environment.
By understanding the stages through which people develop, you'll be able to set forth a path to increase your effectiveness as a leader.
"Are leaders born?"
This is an interesting question that I am often asked in the leadership development programs we run at 5.12 Solutions.
We believe that leadership isn't about being charismatic and it’s not about some magical qualities that are bestowed upon you at birth. And you don’t have to go through special forces training as a rite of passage.
Leadership is about employing key skills and behaviors on a consistent basis.
And those skills and behaviors can be learned.
The first week of January is over. Are your people aligned?
Is every team member, from your front line employee to supervisor to mid-level manager and above, clear about the strategic direction of the organization? In most companies, it’s well into the calendar year before team members understand the vision and strategy. If this is the case on your team, you'll probably notice a lack of clarity, confusion and unspoken expectations. The business results you'll experience are lost productivity, low employee engagement, and missed opportunities.
There couldn't be a better week to talk about gratitude. So in the spirit of Thanksgiving, here are some ideas to show gratitude toward your people.
When a team member is either overwhelmed with their work or underwhelmed, it can lead to a low level of engagement. In other words, responsibility level has to be in line with competency and potential.
Here are a few other thoughts to "gauge" the level of engagement with your team members.
I recently heard a client say, ” I have never seen an employee stick around after having been through a performance improvement process.”
The challenge in many organizations is that they view discipline the wrong way. The process is filled with warnings, threats, and ultimatums, and as a result good people leave bad managers.
On the other hand, when discipline is done correctly, it can be a process that helps an employee and team be successful.
In part 1 of this series, I presented some assumptions about how the positive discipline process should work. With this new set of assumptions, you'll replace your out-dated, old-school policies of "threats," "warnings," and "ultimatims" that create compliance instead of commitment.