Here’s a paradox in organizational life. A significant percentage of workers say they’ve experienced a bad manager at some point in their careers.
Businesses spend a lot of time worrying about keeping the sale pipeline full. Can you say that you spend an equal amount of time thinking about and developing current staff members for leadership roles?
It was Benjamin Franklin who said that nothing in this world is certain except death or taxes. But in reality, we should really add change to that list.
Some managers spend their time setting goals for and coaching their team members. They’re usually aiming to reach targets set by senior managers. So, what happens when the manager’s manager isn’t setting the right targets?
People love to follow leaders who know where they are going and who care about their followers. Even those who consider themselves to be leaders are usually willing to follow others who seem focused and collaborative.
Are you a superhero? If you own a small or medium-size business, you should be asking yourself that question.
Times are tough, and they’re only getting tougher. As the Center for Creative Leadership says, we live in a VUCA world, surrounded by Volatility, Uncertainty, Complexity and Ambiguity.
It’s become trendy in organizations for managers to gather team members for ideation sessions. Participants listen to a brief description of the issue. Then they pitch ideas on how to solve the problem or develop the product.
If you want to do your company a favor, start interviewing people who are more talented than you. “Hire people that might be a threat to you because it will raise everybody’s game.”
Meg Manke is COO of Rose Group International and co-author of "iX Leadership: Create High Five Cultures and Guide Transformation" In this episode, we discuss: how internal culture can equal leadership failure; the axis to assess culture types and work preferences; and implementing clarity and accountability with the “Mad Hatter” Principle.
It’s never easy to give feedback. And it may be even more difficult to receive feedback, positive or negative.
When you walk into a room, do people tend to stop talking and start leaving? Some leaders might think nothing of this response and decide everyone else has a problem.