Recent Blog Posts
- "Be a good coach.
- Empower your team and don't micromanage.
- Express interest in team members' success and personal well-being.
- Don't be a sissy. Be productive and results oriented
- Be a good communicator and listen to your team.
- Help your employees with career development.
- Have a clear vision and strategy for the team.
- Have key technical skills so you can help advise the team (p. 72-73)."
“You are a unique human being, and there is no one else like you in the world. You have unique gifts, talents, and perspectives that you bring to your relationships with others. You have experience and knowledge that position you to make the world a better place.
Consider all of the roles you play in the work you do and the life you lead. Think about the difference your efforts have made to your networks over the course of a lifetime.
Your belief in yourself can form a steady cadence that drives your movement through this world. It can help you honor yourself: your inner courage, your willingness to take risks and open doors, your ability to be vulnerable and extend forgiveness. It can put up a strong barrier between you and those who would ask you to compromise your inner spirit and what you know to be right.
Your belief in yourself can illuminate your way forward when you’re surrounded by uncertainty or confusion. When you believe that you are a naturally caring person, that you want to do the right thing, and that you are on a search to become the best version of yourself (p. 186-188).”
What are two gifts/talents that make you unique?
From: Reina, D. and Reina, M. (2015). Trust and betrayal in the workplace: building effective relationships in your organization. San Francisco: Berrett-Koehler Publishers.
- "Credibility: the power derived from your professional standing and expertise.
- Character: the underlying traits, values and beliefs that shape your behavior.
- Presence: the impact you create and the feelings you stimulate when people meet you.
- Position: the roles you play and how you maneuver yourself into the limelight.
- Connections: the network of relationships you have around you and your work.
- Skills: those exceptional abilities you have that enable you to get things done.
- Agenda: the issues and priorities you focus your leadership attention on (p. 29)."
- Have a clear vision for the future
- Set direction
- Inspire others to follow them
- Enable greatness in others
- Are able to mobilize teams and resources to deliver against that vision
- Create followership through trust, respect and loyalty, among other things (p. 25-26)."
"Leaders of organizations must be willing to create team-friendly environments for teams to function effectively. This means that they must do the following:
- Identify the kinds of work activities for which teamwork is likely to prove essential to accomplish the task.
- Use the structure of the organization to reinforce team membership in accomplishing the organization's goals.
- Select team members on the basis of clear criteria for team membership.
- Train managers and team members on the dynamics of effective teams and team leadership.
- Reward team members for team performance.
- Set aside time for teams to be involved in regular team-building activities.
- Help teams develop a competency at team building.
- Use appropriate technologies, particularly in the case of virtual teams, to communicate, solve problems, and make decisions.
- Periodically review team performance, even if there are no apparent problems.
- Provide support to help managers and team leaders improve team performance (p. 270-272)."
"Being persistent means that when things get in the way, as they will, you will find a way of overcoming them. If people knock you down, as they will, you are able to pick yourself up, dust yourself off and return to your path. It also means that when doubts creep into your mind, as they will, you are able to listen to their message without being distracted from your purpose.
At its best, persistence allows you to remain open to new ideas because you want to keep learning. If you are persistent, you will seek opportunities to bring people towards your purpose, even if that means modifying your route or some of the details along the way. You hold true to your purpose (p. 260)."
Think of a time when you were persistent. What outcomes did you have?
From: Gautrey, C. (2014). Influential leadership: a leader's guide to getting things done. London: Kogan Page.
- "Avoid sweeping statements. Words such as 'always' and 'never' only make people angry, and defensive.
- Focus on major responsibilities and performance standards.
- Ask recipients to identify causes of performance problems.
- Provide feedback frequently.
- Discuss behaviors or results, not the person.
- Specify what needs to be done.
- Use both positive and negative feedback.
- Coach rather than judge.
- Fit feedback to the individual (p. 126)."
What other hints for giving feedback do you have?
From: London, M. (2014). The power of feedback. New York: Routledge Publishers