Good management habits are the foundation of great leadership. They grow at the intersection of knowledge, skills and desire. Leaders are passionate about acquiring the knowledge available and marshaling the skills needed to get the job done right.
It is work, hard work to cultivate those habits but they pay off by supporting your goals and by building the confidence to anticipate and look forward to meeting new challenges to the success of an enterprise.
Too often, success allows those habits to go fallow. When it is pointed out that they are not practicing the good habits that brought them success, some CEOs respond, “I have a good team around me and they need to practice those habits more than I do,” or, “I have to focus on strategy,” or, “My time is needed on building the new ____.”
Many CEOs think that applying new knowledge and utilizing new skills means losing their identity, abandoning what got them to the top. (read more…)
A number of leaders I know are beginning 2016 facing extremely challenging business and/or personal situations. I want to encourage them to keep moving forward because I believe their greatest contributions are yet to come. Here are four pieces of advice to help. (read more…)
As I finished reading a recent article in The Guardian about the changing nature of our careers, I leaned back in my chair and began to reflect on my recent past and path.
I’ve had the unique opportunity to play professional football, work in a church ministry, be a head football coach in a public school system, work in corporate America, and own my own business. Across all those valuable experiences, one thing has been constant — change. Whether it was the pain of the door closing on my dream of playing professional football or the uncertainty of having five managers in three years, the ability to successfully navigate career change is simply non-negotiable for today’s leader.
It’s difficult to acknowledge and admit, but there simply is no job we can do or no role we have forever. Career change will happen. And how well a leader navigates these challenging transitions will go a long way to determining his or her success, and the success of the organization he or she serves. (read more…)
For many of us, making and breaking promises to ourselves for the New Year has become an annual tradition. We say we’re going to lose that 10 pounds, quit smoking, change jobs, read more, be more positive, etc., and start off all Tigger-like with energy and great intentions. Then, when the going gets tough we lose interest, motivation, and momentum and at the end of the year we’re back to where we started.
For next year, let’s break that cycle! Let’s set our yearly leadership development goals and put some best practices in place to help us achieve those goals.
We’ll start with 10 goals. Don’t get too ambitious, just pick one or two, or maybe these will inspire you to come up with something better of your own. Then, make sure you include the three “goal boosters” at the end.
1. Pick one thing you like to do or are good at but probably should not be doing at your level and delegate it. (read more…)
With our seemingly never-ending to-do lists and 9-to-5 back-to-back meetings, we are navigating at breakneck speeds in our work days to attempt to keep it all together.
The ability to prepare and carefully take aim before firing (in making the right decision or taking the right action) has collapsed into a default of constant action, with little time to reflect and pause to create a more accurate course of action.
The speed of business for many has created a culture of fast-paced decisions and actions often resulting in leaders missing the mark because they have no time to reflect or ponder prior to taking action.
Imagine having access to a remote control where you (metaphorically) hit the pause button to gain more clarity on the situation or issue before moving to action. Who else may benefit from being a part of the solution? What other information may be required prior to pulling the trigger to an action? (read more…)