The continued struggles of the Secret Service are a series of failures and performance lapses that have gone on for several years. One person, however, was warning of the decline of the agency well before the Salahis crashed a state dinner in 2009; well before the 2012 prostitute scandal in Colombia; before a knife-wielding man gained entrance to the White House last year; and before the recent episode in which drunk agents drove their car up to the White House and interrupted an active bomb investigation.
Ronald Kessler, a New York Times best-selling author and journalist for the Wall Street Journal and Washington Post, has written two books and an op-ed piece that have spelled out dire consequences if the Secret Service doesn’t heed the warnings of their continued failures. In his book “In The President’s Secret Service,” Kessler warned that without significant changes in the agency and its culture, “…an assassination of Barack Obama or a future president is likely.”
I talked with Kessler recently and discussed the lessons for business leaders that can be gleaned from the Secret Service’s continued lapses. (read more…)
Are you overlooking the talents and skills of someone on your team?
Some star performers may lack the confidence to challenge conventional thinking about themselves and therefore they stay in their given roles.
Those who manage the talent pipeline would be wise to heed the words of composer Ludwig von Beethoven, who wrote, “The barriers are not erected which can say to aspiring talents and industry, ‘Thus far and no farther.’”
John Baldoni is chair of leadership development at N2Growth, is an internationally recognized leadership educator and executive coach. In 2014, Trust Across America named him to its list of top 100 most trustworthy business experts. Also in 2014, Inc.com named Baldoni to its list of top 100 leadership experts, and Global Gurus ranked him No. 11 on its list of global leadership experts. Baldoni is the author of more than a dozen books, including his newest, “MOXIE: The Secret to Bold and Gutsy Leadership.”
Business success today demands careful attention to risk management. Contingency plans, redundant systems, business continuity insurance, and countless other vehicles protect organizations from the volatility and unpredictability of today’s business landscape.
But there’s one area where risk should actually be cultivated rather than averted, and it’s the on-the-job growth, learning and development of leaders.
By definition, developing a leadership capability, skill or experience set means throwing someone into the unknown to do what he or she has not mastered or perhaps even attempted before. There are no guarantees of success when a leader is given an opportunity to develop on the job. But, it’s precisely through these sorts of challenges that humans in general – and leaders in particular – learn most quickly and powerfully.
My ongoing research with senior leaders in 25+ organizations across the U.S. paints a compelling yet simple picture of the most effective leadership development strategy. When asked how their own managers or mentors helped them to grow the most, the No. (read more…)
This post is reprinted, with permission, from the book “The Orbital Perspective: Lessons in Seeing the Big Picture from a Journey of 71 Million Miles,” by Col. Ron Garan (USAF ret.) (Berrett-Koehler Publishers, 2015). Garan is a decorated fighter pilot, astronaut, aquanaut and entrepreneur. He has logged 178 days in space and 71 million miles in orbit. He is the founder of the nonprofit social enterprise incubator Manna Energy Foundation and has worked with the U.S. Agency for International Development. Garan is also the founder of Fragile Oasis, an effort to use the orbital perspective to inspire positive social and environmental action. Follow Garan on Twitter.
Just as partners need to allow each other to provide expertise and act independently when necessary, a collaborative environment requires mechanisms that provide workers closest to the issues with a clear, open channel to communicate ideas, suggestions, and improvements to management.
Those that have decision-making authority for a team or business must trust the creativity and intelligence of the members of their team. (read more…)
Last week, we asked: How effectively do you get your team the resources it needs?
- Extremely — they always have everything they need: 8.7%
- Very — I get what they need most of the time: 49.13%
- Somewhat — I get them the most important things they need: 26.52%
- Not very — I have trouble getting them resources: 13.91%
- Not at all — I hardly ever get them what they need: 1.74%
Making a Case for Resources. Asking for resources simply isn’t enough. You need to make a compelling case for getting them. This means laying out the list of your organization’s priorities first and getting your boss’ agreement on the priorities. Once you have that, articulate the resources needed to accomplish those goals. (read more…)