Constantin Stanislavski said, “There are no small parts, only small actors.” It’s a way of saying that you get out of a role what you put into it. That “bit part” could end up being profoundly influential, so it’s important to give your best, whatever is required of you, big or small. Many top leaders believe in a similar concept, that there aren’t “bad” teams, but that bad teams are the creation of bad leaders.
If a team consistently underperforms, leadership may be to blame.
Much… Read the full article >
No matter how elevated your position in the corporate hierarchy, you can’t make the day longer than 24 hours. But there are plenty of leaders who try to tamper with Father Time (and perhaps, Mother Nature) by creating more work hours by giving up sleep. Rarely does leadership training address the importance of the well-rested leader, but studies of sleep deprivation have, for decades, linked inadequate sleep with poor performance, and even with effects similar to those of alcohol consumption.
Being sleep deprived is similar to being… Read the full article >
All executives start off their year with the best intentions. “This year will be better.” “Our results will be higher.” They set annual goals. They coach their people periodically. They may even have an annual retreat to kick off the year. Yet they don’t leverage one key thing that Facebook does to ensure that their team turns their January dreams into a reality.
Most goals are set once at the beginning of the year. My experience with these annual goals at work is that they are… Read the full article >
Usually, companies hire or promote people into leadership roles because they think they are smart. They have demonstrated through previous jobs that they know how to deploy their smarts to solve business problems, and then they are given a leadership job. This is not true at Google, Apple, or Facebook. They appoint leaders who are in fact the dumbest people on the team.
This is not a political strategy so that they can let others make decisions and then… Read the full article >
Mediocre leaders focus on having their teams perform carefully proscribed functions for pay. But those companies that excel, those that create extraordinary results in the challenging world of business, are those whose leaders raise the bar to exceptional heights with aspirational ambitions. Aspirational ambitions are established by smart leaders who understand the nature of people. They know that creating something beyond the ordinary requires focusing people on the extraordinary.
According to Harvard… Read the full article >
In a program we ran with top executives of a multi-billion dollar company, the CEO asked us – “Why don’t we have this much fun at work?” So we asked back “What are you doing at work that is destroying teamwork?” This is what he and his team said:
1.Create unreasonable time constraints. Be sure to overwhelm team members with impossible deadlines so the reality of their already heavy, burdensome workloads doesn’t allow them to be creative and passionate on anything… Read the full article >
Leaders – you should call, email, tweet, and instant message Kelly Ripa to thank her for what she did for you this week. If you listen closely to what she said, you will learn what most employees think and feel, but will never, ever tell you.
For those of you who didn’t follow the details of her story, she went live, on TV, and blasted her leadership for the lack of consideration. Then why am I telling you to thank… Read the full article >
Whether you’re a manager or leader has something to do with your job title, but everything to do with how you relate to the people for whom you’re responsible. Manager vs. leader isn’t necessarily a dichotomy. In fact, many people are both. The skill is knowing which situations call for the actions of a manager, and which call for the actions of a leader. There are times and places for both, and the true leader knows the critical differences.
Management is essential. Leadership makes management more effective.
Managers, by design,… Read the full article >
The team with exceptional performance is essentially its own organism, as Duke Head Coach Mike Krzyzewski pointed out when he said, “To me, teamwork is the beauty of our sport, where you have five acting as one. You become selfless.” Building a strong organization with scalable success requires building a great team. It can mean the difference between outstanding success and crashing failure.
You can’t just bring the pieces to the table. You have to work to put them together.
Yet while most of us work in some form… Read the full article >
Traditional thinking is that collaboration is driven from the top down. The fatal assumption is this: that the leader sets a vision for teamwork and then people will eventually come along. In theory this makes sense, and some element of this is true. Yet it misses something essential: employees hold the keys.
The fact is that much of collaborative process comes from the bottom up. Yes the leader must have a business need driving the need for collaboration such as innovation to beat the competition, quicker responsiveness to customers’ requests to close deals, better quality products. And they must… Read the full article >