BY XIMENA VENGOECHEA 5 MINUTE READ
It happens to high- and low-performing teams alike: The ties that bind everyone together just aren’t as strong as they could be. Maybe you’ve inherited a team that’s always been sluggish and uninspired, or one that’s usually steady, but the trust is eroding under pressure. Or perhaps you’re just trying to take your team to the next level. Whatever the case, every team needs to reflect once in a while on what could be improved. It’s human nature to be conflict-averse, but it’s every manager’s job to bring points of conflict out into the open and move forward together.
Unfortunately, most meetings aren’t the best venues for doing that. Typical team meetings focus on planning what’s ahead–an upcoming project, the next quarter’s top goals and metrics, expectations moving forward. But there’s a simple alternative, focused on reviewing the immediate past, that can change how your team works for the better.
by Bill Gentry, Director, Leadership Insights & Analytics and Senior Research Scientist
A professional getting promoted into his or her first formal leadership position in an organization is one of the biggest and most difficult transitions for any leader.
Far too often, the leader and the organization take for granted just how difficult that transition is.
The numbers prove it: No wonder 50% of managers in organizations are ineffective.
Their ineffectiveness may be the result of not realizing what they are getting themselves into when it comes to leading others, not being supported in their new leadership role, and not being given the opportunity for training and development early enough in their careers as leaders.
Think of the time and money that has to be spent on replacing these ineffective leaders—not to mention dealing with the low morale and disengagement of employees working under these ineffective leaders.
Article by Jeff Haden posted in Linkedin
We can all spot a great employee: she's dependable, proactive, hardworking, a great leader, and a great follower. She brings a wide variety of easily defined -- but hard to find -- skills to the table.
Some employees, though, are exceptional. They have skills and qualities that aren't evaluated on performance appraisals but make a huge impact on that individual's performance, the performance of the people around her, and especially on the company's results.
Here are eight signs an employee is truly exceptional:
“My brain isn’t lazy,” says Tim Urban, Harvard grad, musician, blogger at Wait But Why, cofounder of two successful tutoring companies, and expert procrastinator. “It’s dying to work hard because it knows that’s the way to be happy.”
But Tim’s brain has a tendency to get busy with everything other than what’s at the top of his to-do list. He’s always been productive — playing hours of piano, for example, while procrastinating a writing assignment — but his busyness wasn’t moving him any closer to his goals. And, on occasion, it caused misery-inducing side effects: His 90-page thesis was produced in a panicked 72-hour work session before deadline. He got it done, but it wasn’t work he was proud of.
After that low point, Tim told himself it was the kind of work he was being asked to do, not his work habits. Then he promptly moved to L.A. to compose music, a lifelong creative passion. There, the cycle began again. When he had movie scenes to score, he’d blog instead. He couldn’t help but admit to his own vicious pattern. And when he committed to publishing a new Wait But Why post every Tuesday, it became even more apparent: “I find myself researching, learning, going to Wikipedia, doing all the things I was supposed to be doing in college.”
A personal care company that is part of my acceleration portfolio could never have envisioned sharing prime retail space with the giants in its product category. Thanks to e-commerce, it does so today and quite promisingly so.
Traditional size-based and time-based competitive advantages are fast evaporating. In fact, in many cases, tech-enabled business models are turning size-based advantage into a handicap.
Uber doesn’t own a single car and AirBnB doesn’t own any hotel room. In just six years, asset-less messaging app Whatsapp has one billion users, a figure most large telecom companies took decades to reach. Even in the financial sector, peer-to-peer lending platforms are hot on the heels of established banks.
Established companies could face an existential crisis as conventional advantages evaporate, entry barriers lower and rate of disruption grows. However, they must take heart from the one durable advantage they have over start-ups: top talent. ...Click 'Read More'
LLH / Penna
Widely acknowledged as a powerful development tool, coaching is used by an increasing number of organisations to develop the talent they need to meet their business strategy. Yet whilst phrases like coaching culture and leader as coach have entered common business language and the awareness of the benefits coaching can bring to business performance has grown, so too have the myths surrounding it.
Here we debunk five of the most common coaching myths we come across.
Myth 1: Coaching only suits, and is given to, very senior executives.
The reality: In a survey by Sherpa, just 30% of organisations reported they used coaching only for senior executives. Coaching can help with a number of business challenges; developing high potentials, supporting individuals who have been promoted into bigger roles, helping managers lead their team through change effectively, developing resiliency, accelerating the pace at which maternity leave returners get back up to speed, equipping first time managers with the skills to be effective leaders. As none of these business challenges are experienced only by those at the C-suite level, reserving coaching only for a select senior group is somewhat limiting. While the content may be different, all levels of employee, certainly all managers and leaders in an organisation, can benefit from a coaching approach to management.
by Suzie Doscher,
As Henry Ford so wisely stated: "If you think you can, or cannot - either way you are right".
In other words if you think and therefore believe something to be true, then it is your truth.
If you are not quite 'the person you want to be', then it pays off to find out if it is a thought (belief) holding you back.
The thought could be anything from 'I do not know how', 'I do not have any support', 'I do not know where to start', 'I am uncertain about this,' etc. ... Click 'Read More' below
Simon Sinek wisdom: Worth practicing this skill.
You can only gain.
Ask yourself what will motivate you to learn this.
Believe him when he says "it is not easy" but with practice you will get there!
Suzie Doscher is a Professional Executive Coach and Life Coach focusing on Personal Development. Located in Zurich, Switzerland. Her approach to personal development is practical and successful.
Suzie is happiest when helping people.
Her vision is everyone should have access to techniques for personal growth and development. This was the motivation behind her books.
Look out for the updated and revised version of 'Balance - The Practical Handbook' coming in 2018.