The phrase I hear most from frustrated managers is “I’ve told them a thousand times,” followed by “but nothing ever changes.”Read More
Once you accept the role of leader, you start a journey that requires you to be more. Being more, is not only about what you learn, but who you become in the process. To successfully initiate a difficult conversation, you have to be more than your discomfort. To set a vision, you have to be more than your fear of failure. The barriers to being more are not just a limited mindset. Real barriers from the environment are always lurking: government regulations, the difficult employee with tenure, and the unrealistic expectations from corporate headquarters. Regardless of your external barriers, here are five steps on the journey to becoming the leader you know you can be.Read More
MY consulting journey emerged from having spent over 20 years working for a Fortune 100 company. However, my role was not as an executive, business unit manager, or human resources professional. I was a blue-collar line worker in a food processing plant, doing everything from packing product, stacking skids, driving a forklift, and tearing down equipment for sanitation on Friday nights.
My experience–working at the bottom of a large organization to now working with middle to C-Suite managers–has given me this insight: Much workplace drama erupts due to the frontline supervisors’ and middle managers’ lack of leadership development.
New leaders get promoted due to their high performance or technical skills. The benefit is that they know the job, and they have the respect of their peers. The disadvantage is that they have had no leadership experience and very little development or training.Read More
ONE of the biggest barriers to leadership success is learning how to initiate a difficult conversation. New leaders have confessed to me in private coaching sessions that they are afraid the employee might cry or, if it’s a high performer, the employee might quit. Others have told me that they don’t have the confidence or skills and are afraid to ask for mentoring because they don’t want to appear to be incompetent. As a result, conversations that need to take place are put on the back burner, waiting for an explosion. (In fact, time and time again I have observed that the conversation...Read More
When writing No-Drama Leadership which was published in 2015, I had the privilege to interview one of the greatest leaders of our time, Francis Hesselbein, former CEO of Girl Scouts of the USA. Frances defines leadership as a matter of how to be, not how to do, saying, “We have spent half of our lives learning how to do, and teaching other people how to do. But we know in the end it is the quality and character of the leader that determines the performance—the results.” My January article offers sixteen ways to elevate your leadership, with the emphasis on who you need to “BE” in order to achieve these simple but often neglected “to-dos.”Read More
Wouldn’t it be nice if everyone would just stop their drama? If it wasn’t for county government, your boss, and your employees things would just sail along, right?
But… is it really your boss? Is it really county government? Is it really your employees?Read More