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There are two sides to leadership: the constructive side and the destructive side. Both are evident in organizations, but only one seems to get all the attention. Implicit in contemporary approaches to leadership, particularly the leadership of change, is the assumption that leaders are a constructive force that have a positive impact on organization and employee Continue reading The Two Sides of Leadership  Accomplishment is created in our speaking and listening independent of whether someone succeeds or fails. Unfortunately, accomplishment is frequently equated with the achievement of an intended result, goal, or outcome as if that is all that counts. Indeed, achievement is one of the dictionary definitions of accomplishment. The difficulty with this equation is that we can Continue reading Listen for and Speak Accomplishment Building accountability requires giving honest feedback on how people perform. If we want people to provide high quality work on time, telling them when they succeed and when they fail at doing so is essential. But providing this feedback is often easier said than done. Accountability Accountability begins when we agree to do something for someone else. Continue reading Accountability Requires Feedback I am occasionally asked by the managers in my classes, “How do I get my boss to do this stuff?” My answer is often the same, “Get interested in what they are interested in. Find out what they have their attention on, what they are concerned for, and what they are accountable for and then Continue reading How Do I Get My Boss to Change? I recently had the working managers in my MBA class on execution (as in implementation, not hanging) undertake an exercise to improve relationships with the people with whom they work. In particular, we were interested in whether or not they could improve their affinity (liking) for people they currently did not like very much. They Continue reading Improving Relationships at Work During a recent meeting with a group of managers from COSI in Columbus, OH, one of them asked about the role of inspired understanding in getting people to do things. She was proposing that the primary difference between effective managers and less effective leaders was that effective leaders presented their ideas in a more compelling Continue reading Inspiration Is Not Enough Credibility is essential to being an effective leader. One of the most powerful ways to build credibility is to own up to something that didn’t work and apologize for it. When Ed Koch was mayor of New York, he was concerned about the number of accidents resulting from bikers darting in and out of traffic. Determined Continue reading Want More Credibility? Own Up and Apologize A former Mastery of Execution student sent me the link to a great blog article posted by Fast Company entitled “2010: The Year of Saying ‘I Got It’ “. The focus of the article, written by Lynette Chiang, is how companies, as well as individuals, have gotten into the habit of not responding to inquiries Continue reading Not Responding Can Cost You While flying home from a weekend visit with my son in Houston, Texas, I got a flash of insight into why it is so difficult to train managers to be more effective. I was reading “The Psychology of Judgment and Decision Making” when I realized managers make a fundamental error in their understanding of what Continue reading The Fundamental Error in Managing Others |
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