I was facilitating a management offsite with a goal of improving communication among leaders. During the discussion, one of the participants enthusiastically said that she was open to the ideas of others as long as people realized that her opinions were the right ones.
What?!?
One of the questions I’ve received over the years is whether a leader needs to be “on” all the time. When the question arises, it’s usually because the person is uncomfortable needing to be “on” when they are not officially on the job.
In a nutshell, yes, you need to be on. Like it or not, it’s almost like being “on parade” when others watch you from afar.
How often does your staff create distractions with an avalanche of finger-pointing and accusations? “He said” this and “she did” that and “I don’t know anything about this” are expressions that pop up.
If you hear these types of phrases occasionally, it’s normal and controllable. But if these expressions occur regularly or increasingly over time, you may be a party to workplace drama.
“Repetition of the same thought or physical action develops into a habit which, repeated frequently enough, becomes an automatic reflex.”
– Norman Vincent Peale
Earlier this year I conducted a management development program for a client. Last week, we had a follow up video call to answer questions, reinforce the content, and celebrate successes.
Leaders are well versed in navigating their way through obstacles. Usually these are fairly easy to accomplish, but every once in a while, you face a doozy.
Many people panic, especially if they are on a deadline. Most of their thoughts are around “how did this happen” or “what did we (I) do wrong?” or “I’m never going to make it on time.”
Famous last words. How many times has someone said that they would get back to you, complete a task, follow up on a lead, or get some information to you. . . and you feel like you’re getting old as you wait to hear back?
Now, in fairness, no one is perfect and certainly there have been times when you’ve not followed up on things, so before you start ranting about everyone else, you might want to look in the mirror.
It was recently Random Acts of Kindness week, February 11-17, where people celebrate the simple power of kindness. This isn’t about “grand gestures,” rather it’s about the small things we do in a spirit of compassion.
A couple of my clients have shared concerns about dealing with key vendors due to major changes occurring in the vendors’ companies. One vendor is going through a substantial reorganization, and another has experienced the firing of its most senior officers without any apparent succession plan in place. Both vendors are swimming in chaos.
My clients are continuing to do business as they always have, but their situations have been fraught with challenges. Even though they have no control over either situation, they are receiving the residual runoff of their vendors’ discontent and fears.
Do you settle for less? It doesn’t matter what you settle for or when you do it, it can begin a pattern where your expectations and standards slip, and you’re not even aware that it’s happening.
This is an observable pattern. If your employees see you settling, the behavior can be contagious. I know managers who say, “just this time” and before they know it, they’re doing it all the time.
I had coffee with a former colleague a few weeks ago. We worked together years ago and have stayed in touch occasionally.
I was startled when I saw him, because he had aged beyond his years and appeared gaunt and frail. I don’t know what’s wrong, but he’s not well. I was glad that we got together, and we have tentatively set another time to connect several months from now.