I hear the question, in one form or another, repeated by executives in every setting: "How do I hold people accountable for positive results?" The more fundamental question is this: How do you, their boss, perceive your role and theirs? My experience with executives, confirmed in reliable studies is this: The number one predictor for… Continue reading Holding People Accountable
How does a leader lead through the process of radical change (transformation)? Part I described what actually happens when transformation is initiated in an organization, focusing on the inevitable resistance. Some readers found the descriptions discouraging and were eager for Part II! And the magic answer is: Focus on your own functioning Before attempting to… Continue reading The Challenge of Transformation – Part II: The Leader’s Strategy
Have you ever attempted a significant change in your own attitudes or behavior? Have you ever attempted to introduce significant change in an organization? And have you encountered resistance to that effort? I was invited recently by a client to engage in thinking with them about the slow progress of a culture transformation in which… Continue reading The Challenge of Transformation – Part I: Understanding the Resistance
For some time, I've wanted to write about those people in our lives - work, home, anywhere - who seem to try hard, or who seem well-intentioned and very sincere, yet who do not manage to hold up their end of the relationship in some way. I wanted to focus on those employees for example… Continue reading Dealing with Earnest Incompetence
Here is what I'm seeing lately: The issue with most teams is NOT that team members are not connected well enough. The problem is that they're TOO connected. That is, there is such a high degree of emotional sensitivity to each other that truth becomes lost, rationality is sacrificed, and intuition and creativity are stifled.… Continue reading “There is no ‘I’ in ‘TEAM’ – Really???