Over the last several months, I have been reading books from a few different genres – some are biographies, some are books on leadership, some are books on investment. What is striking is that even though these books tend to focus on different subject areas, I have gotten the same “advice” from many of them. That advice is, stop holding yourself back. Whether it’s the business classic Think and Grow Rich by Napolean Hill (1937) or the more recent Rework by Jason Fried and David Heinemeir Hanson (2010), authors interested in getting the best out of their readers often focus on the power of self-confidence.
Do Organizations Set Managers Up For Success?
1/31/2012Countless organizations talk about how much they value their employees or their “human capital.” They espouse how important their people are to the success of their business. While there certainly is good intention in their words, actions may not always line up when it comes to setting new managers up for success.
According to a 2011 Careerbuilder study, nearly 60% of managers reported never receiving management training. This is an alarming statistic when you consider the stress associated with being a mid-level manager. Often individuals at this level within an organization are caught between the frontline (i.e., customers and client interactions) and the upper-levels of the organization (i.e., implementing strategic initiatives).
Build Relationships with Your Employees
1/4/2012
If you like college basketball, the names Coach K (Duke Blue Devils) and Pat Summit (Tennessee Lady Volunteers) are familiar. They are the two winningest coaches in Division I college basketball history. Both were honored by Sports Illustrated as the Sportsman and Sportswoman of the year in 2011. You may (or may not) be a fan of their respective teams; either way, you can’t argue with their success.
The December 2011 SI article that honored the two coaches caught my eye—in part because I like college basketball. It also grabbed my attention because of a reference to leadership that goes beyond the obvious records and accomplishments that they both have achieved. For Krzyzewski and Summit, “coaching starts with understanding the individual,” wrote Donald G. Zauderer, a professor emeritus at American University in an assessment of the two coaches. “Both invest large amounts of time and energy in getting to know players—their values, emotional makeup, and hopes and dreams for a successful life.”
Why Most Managers are Illogical
12/20/2011You as a manager or leader are illogical. While not ill-intended, the way in which you interact with your direct reports often disregards the rules of logic and weakens your organization. Here’s a test of logic: taking inventory of the amount of time you spend with your team of direct reports, how much time do you spend with your “low performers” and how much time you spend with your “high performers?”
Those of you that tend to spend more time with low performers are illogical – here’s why:
Steady Contributors – What Comes Next?
12/8/2011Recently, I outlined several questions to consider to further develop high potential talent. The concern is that we often go through a talent review process, identify high potentials, and then fail to take additional action. We don’t do anything differently than if we had never gone through the time and effort to complete a talent review. It is important to develop specific plans for the high potentials—so they are further developed, remain challenged and engaged, and contribute in ways that add value.
