Have you ever made assumptions about what someone is thinking, reacted based on those assumptions, only to find out that you were completely wrong? We all do this occasionally, but frankly, it’s a bad habit.
You never know what’s going on with someone…you need to ask.
Over the years, I’ve worked with people who have been promoted into senior leadership positions and need some help adjusting to their new roles. Many of them have advanced from managerial jobs, but something just isn’t quite right in their new capacity.
The essence of these challenges is that these people haven’t moved forward with their promotions. For example, recently promoted senior level managers still operate from a mindset of middle management.
Leaders find that accountability – or, more accurately, the lack thereof – is one of the more challenging issues in the workplace. How do you get people to do what they commit to do…especially when often they don’t stand by their commitments?
Creating a culture of accountability takes work and dedication by the leaders of an organization. You can’t just post rules and guidelines and expect people to follow them. They won’t. And you can’t expect behavior to change overnight.
Have you experienced situations where employees resist raising their level of performance because of co-worker resentment? This might sound crazy, but unfortunately it happens . And it’s up to you to stop it before it gets out of control.
A few years ago, I delivered a leadership program over a period of weeks. One of the participants, Jeanne, eagerly returned to her office each week with the intention of applying something that she learned.
Do you add so many tasks to your to-do list that it becomes harder to keep up as the days creep on? Many people have this challenge, especially with so much pressure to do more in less time.
Most leaders keep up (or try to keep up) with urgent activities, such as client-related deadlines, internal deliverables, or follow-up meetings. If you have a deadline, you’re more likely to get it done.