About the author: Lead Change Group | SmartBlogs
“The average person tells four lies a day, or 1,460 a year; a total of 87,600 by the age of 60. And the most common lie is ‘I’m fine.’” This quote appeared in a friend’s recent blog post and got me thinking.* Does the average manager tell four lies a day?
Much of corporate America has an unspoken doctrine of “business masks.” Act a certain way.[…] Continue Reading »
“When we don’t give our people the space and freedom to take calculated risks, learn, apply, and iterate, we are risking our future. While there is a risk to improvising and spontaneity, there is a greater, more insidious risk to control.” When I wrote a version of this in a recent Harvard Business Review post, it prompted a great deal of discussion.[…] Continue Reading »
You know those things that get done, and you really don’t know how they happen, until they don’t?
Or those employees you see only once or twice a year in performance reviews? When you look at the data, they are clearly getting their jobs done, but otherwise, they seem invisible.
Meet your secret workforce. You can always count on them.[…] Continue Reading »
Scene 1: Your previous boss is gone, a new one has been hired and is scheduled to start tomorrow.
- You lead a great team that is in the midst of change.
- A new database that was supposed to help the team is not what everyone thought it would be and has significantly increased workload.
- Now you’re struggling to meet goals and not knocking every goal out of the park like you once did.
When something goes seriously wrong, it’s often first announced by subtle signals.
The two of us are living proof of how important it is to listen and act on those signals. At different points, we each found ourselves feeling a little bit off physically — nothing specific, just a sense that we weren’t up to speed. After diagnostic tests, we heard the same conclusion: “You have cancer.”
Caught early, our illnesses were treatable.[…] Continue Reading »