We often think of the best leaders as the ones who stand up in front of their employees and deliver inspiring speeches. We also need quiet leaders, as described by Art Markman in his recent Fast Company article.
Category: Productivity Tips for Managers
It’s easy to turn into an adrenaline junkie at work these days. The constant state of excitement can keep the energy level high as you and your team run from one project to the next. But, what’s lost in this process is the time needed for reflection and analysis of what was learned.
We’d like to think that we’ve come a long way since employees settled their disputes with their fists. Most of us don’t have to put up with brawling in our workplaces, but employee disagreements are real.
The great Winston Churchill once said that success consists of going from failure to failure without loss of enthusiasm. A true leader, therefore embracing failure, learns the lessons taught by setbacks and continues until they succeed.
I read an interesting interview with the author of When: The Scientific Secrets of Perfect Timing recently, and took away some thought-provoking ideas about how to be more productive at basically everything. They just might be counter-intuitive to your current beliefs. But give Daniel H. Pink’s research a chance.
Nobody likes to believe they waste four hours on a daily basis. But, it happens. If you want to develop a culture of increased productivity, you’ll need to lead by example and through recognition.
The problem with change is the way it can disrupt the established culture and working systems in an organization. If you fail to properly plan for and communicate upcoming changes to your employees, you can expect turmoil, lost productivity, and in some cases, subversion.
For some managers, work life equals meetings, which means you’re not really getting anything done. You can put a stop to this time sink by implementing some of the suggestions Dorie Clark made in a recent post on Harvard Business Review.
We know you don’t mean any harm. You’re probably trying to help your team members, but in the long run, you’re limiting their professional development.
Collaboration. The practice is celebrated. The practice is credited with the development of exciting new products. And, collaboration is criticized for chewing up the time of key contributors.
Leaders know they are ultimately responsible for decisions made by people in their organizations. But no leader should be involved in every decision that must be made.
A sales director contacted me to talk about an issue he’d noticed with his sales managers. “I was sorting my emails one morning and I saw that all the ones about problems with our accounts were originating from the sales managers, not the reps.”