The topic of trust is one of those multi-pronged topics like “diversity”, “emotional intelligence” or “leadership” whereby the method of learning must match as closely as possible to a real life experience. ... Read more
If you’ve been in one of our workshops where you were practicing your coaching, your communication skills, or your executive presence, you’ve probably heard me comment about your (or someone else’s) breathing. You’ve probably heard me mention some of what is in this tip, the 10/15/15 Harvard Business Review “Management Tip of the Day.” Focus … Read More.
Today we received these business tips in our inbox from Harvard Business School Management. We like them, but have added some caveats at the bottom of this post. “New team leaders often skip over the basics of team building in a rush to start achieving goals. But your actions in the first few weeks and … Read More.
From ESPN, what a fascinating article by Tim Keown on how San Francisco Giants Manager, Bruce Bochy, tracks each individual, does not stick with formulas about who plays when, and prioritizes the team’s longer term success. There are lessons here for all managers of any kind of team. Excerpt: “For a slow game, baseball can move … Read More.
“Schultz understood that you can’t lift your foot off the gas pedal when you’re attempting to transform a company,” Koehn says. “Severe as its financial needs may be, you also have to figure out what you will invest in. Schultz knew that if he waited until the company was out of the woods to invest … Read More.
The extent to which differences can by productively utilized depends on the amount of information exchange that actually happens. People more naturally share information they already have in common, but this is not the end game. Instead, people must hear from others about information they don’t have access to. ... Read more
Empathy, in my experience working with certain leaders, has been one of those skills that is incredibly difficult to inculcate when not somehow already present, so this story got my attention ... Read more
The leader's rationale is that they are “cushioning the blow” and hedging against a souring of the relationship. However, these sorts of formulaic antidotes mostly ease a leader's unease for her/himself, not the listener. ... Read more
Two of the greatest lessons I began to understand from this experience were (1) that it is much easier to see our problems in others than it is to see them in ourselves, and (2) even though we may be able to deny our problems to ourselves, they may be very obvious to the people who are observing us. ... Read more
When I asked her which emotion she experienced as she “braced herself”, she realized that she was experiencing rejection and dis-empowerment. As we continued, she realized she was allowing herself to avoid difficult conversations, enabling dysfunctional behavior in the organization, and was ultimately not being a leader. ... Read more