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 >
Most leaders, despite the myths they tell themselves, are not great. In fact leadership research shows that CEO’s are more optimistic than the average person. This often applies to their self assessment. They cannot see their limitations or how they are undermining their team. Additionally, people around them wont give them honest feedback on their leadership skills for fear of retribution. They can live in an inflated bubble, believing their own spin. There is only one way for a leader to know the truth of their leadership greatness: look at what your team is doing.
My brother-in-law, a corporate… Read the full article >
The new movie now headed to your local theater—Steve Jobs—sets out to make the point that the man who created arguably the greatest company in the world was slightly off his rocker. Or perhaps he was a nasty, crazy man in disguise.
Rather than indulging in that pointless debate, let’s step back and look at a broader and more meaningful issue: virtually all great leaders are in fact lunatics in part.
It is the very oddity of their thinking and personalities that lets them see and develop what passes the rest of us by. The fact is, I have… Read the full article >
A recent study at MIT confirmed that many of you reading this need to speak up!
I agree. In my experience working teams made up of scientists, MD’s, engineers, and researchers, many of these leaders were talkers to the detriment of team performance. They are often articulate and captivating, naturally adding value when they speak. But over time, when they lead the conversation, others just check out. The team sits in silence and the result is one-dimensional results.
This is a leadership problem, of sorts, that can be resolved.
After a few hours with a R&D team at a… Read the full article >
Most leaders’ natural reaction to low team performance is to take charge. They view this as their job: to set direction and lead. However, in many cases, this is actually the completely wrong approach. Sometimes the strongest and smartest approach is to sit back, stay silent and say nothing.
Being the strongest voice in the room is a typical success strategy. Leaders have a way of getting heard, above all others, even when they are not formally in charge. And this is not bad. There is a place for setting direction among the many… Read the full article >
Leaders’ first reaction to their team not performing how they want is to take charge. Of course you would say, that is their job: to set direction and lead. However in many cases I have seen first-hand, this is actually the completely wrong approach. Sometimes the strongest and smartest approach is to sit back, stay silent and do nothing.
When Jack Welch ran GE, one of the rules he introduced was to trim the deadwood from his organization by systematically and consistently firing the bottom 20 percent of GE performers every year. That was Jack’s way of saying I want a team composed of the best and the brightest, and I am willing to take what some view as ruthless and unpopular action to achieve it.
Similarly,but on a much more modest scale, when the small group of Microsoft founders told Bill, “We have 12 great people now but the time has come to recruit the next 12,”… Read the full article >