In any given situation we face, we can make three decisions, Yes, No and Not Right Now. A good energy management technique – for yourself and especially for your team is to choose from these three and give “maybe” very limited room in your repertoire. If you’re going to use “maybe”, qualify it with exactly what needs to change in order to receive a Yes or No, and then put it on the Not Right Now list. Read the rest of this entry »
Most leadership books and gurus will tell you that leaders are learners and full of curiosity. Sometimes, this penchant can get you into trouble and – as many entrepreneurs learn the hard way – lead you traipsing off after some little bright shiny thing, letting your business languish. This kind of curiosity is the not good kind. But the good kind of curiosity takes you deeper, not far afield. It digs you into the root cause of the problem you need to fix – for your customers with a product, for your employees with an operational issue or for your investors for a financial issue.
How does one focus their curiosity to get to the bottom of the problem where the gold lies? Read the rest of this entry »
Every time I do a leadership training seminar at least one person in the room always has the same light bulb go off when I introduce the RIGHT vs. RIGHT concept, described in Chris McGoff’s The PRIMES. You can see it in their eyes when they are able to perceive an alternative to making every conversation conclude with a winner and loser. They smile and you can almost tell that a weight just lifted off their shoulders because they now understand how to access more power through their leadership style. Read the rest of this entry »
Someone once gave me the greatest complement. She said, “Since you’re my mentor I think you can help me with this.” Until that moment I had no idea I was her mentor! From that day forward, I started paying more attention to my interactions with her, being more clear explaining my thinking, being more conscious of giving her explicit feedback. And something else happened in the process – I became more conscious of my own leadership style and began to improve it. Read the rest of this entry »
Someone recently asked me for my secret to making a good hire and attracting talented employees. I had to admit that I’ve never considered myself particularly skilled at hiring, even though I’ve made some stellar hires – if I do say so myself – so I had to dig deep for some executive coaching advice. But it came pretty quickly.
If you want to hire very talented people, BE talented. If you want to hire go-getters and innovators, BE go-getting and innovative. If you want people to think outside the box, don’t sit in your box.
A while back I read a blog post by a soon-to-be-entrepreneur who sounded so excited about his new adventure that I didn’t have the heart to write this post in response until after he’d launched. Who was I to burst his bubble?
And the last thing I wanted to do was burst his bubble. After a decade on my own, I’ve learned that this optimism is a critical personal power and key to entrepreneurial business success, but it’s much more than that. It’s the secret to any leader’s mastery of innovation.
Gary Hamel is awesome. I remember doing strategic planning in the 90’s and reading Hamel’s guru stuff. Here he is 20 years later still blowing our minds and giving us new change management insights to play with.
How do you measure leadership? It’s an odd question, isn’t it? Leadership is inherently challenging to even describe because it’s a quality of being human. Psychologists and Change Management Consultants find ways to measure everything and I’m sure they have some metrics for this. However, my Google research on this subject reinforced my experience that most people’s take on measuring leadership is really one of two things: 1) measuring management metrics (e.g., did revenue go up?) Or 2) measuring behaviors, absent their impact. Read the rest of this entry »
Sure, sometimes you’re the lucky recipient of spontaneous innovation, but according to business gurus, consistently good innovators actually have strategies for leveraging luck (the good and the bad) when it trips across their paths.