- Inside Networking: How and Why to Build a Network Inside Your Organization
- Diversity in Counsel … Unity in Command
- Play Hard. Play Fair. Nobody Hurt. Simple rules for great meetings and teams
- Mentors are everywhere, you just need to know what to look for
- Have we been looking at ‘cultural fit’ all wrong?
- Continuous Improvement – It’s For More Than Just Processes
- What is Culture Anyway?
- Are You High Potential?
- How To Create A Stronger LinkedIn Profile
- Why You Should Keep Your LinkedIn Profile Up To Date
- How To Take Stock And Plan For A Breakout Quarter
- Examining the myth: Do extraverts make better networkers?
- Lessons from the Roller Rink
- The Evolution of a (Hiring) Decision
- A Quick Guide to Informational Interviews
- 5 Questions To Ask Your Boss
- Do your employees dread Monday mornings? How to get your team to look forward to the work week.
- Where Do You Think? The Surprising Difference Between Introverts & Extroverts
- Got a Job Offer? Your Start Date May Be Earlier Than You Think
- Good Boss / Bad Boss
- The Difference Between a Coach and a Mentor
- Four Questions For Your Direct Reports
Category Archives: For Leaders
Beginning the week September 01, a number of smart, curious, and ambitious subscribers to the email list are digging in to read Daniel Kahneman’s Thinking, Fast and Slow. You can join too!
Daniel Kahneman is a psychologist and behavioral economist who studies the psychology of decision making. He shared the Nobel Prize in Economics in 2002.
Thinking, Fast and Slow first came to my attention last fall when Tom Peters tweeted,
I believe unequivocally that Kahneman’s Thinking, Fast and Slow is the most important book of the last 25 years for EVERY professional.
The January issue of Talent Management Magazine is out with an intriguing report of a survey of over 1,300 talent management professionals. Of interest are the competencies that talent development professionals use to identify high-potential employees.
- Strategic thinking / insight
- Drive for results
- Collaborative leadership
- Ability to build effective teams
How do you fare? Other factors that are important in identifying high-potential employees are:
- Future performance potential
- Current / sustained performance
- Culture fit
It’s important to note that “high potential” is a two dimensional designation. As ambitious, driven individuals, we always think of ourselves as high potential. But our abilities and characteristic are only half of the story.
"The only way to change the world is through strong organizations. No visionary leader, no charismatic leader can change the world unless they know how to build an organization and a team around them."
— Sally Blount, Dean of the Kellogg School of Management at Northwestern University.
We all need a livelihood. For most of us, that means going to work at companies and in organizations. Unfortunately, too many of those organizations manage to suck the life out of us. It doesn't have to be this way. I kick off 2014 with a call to put an end to the dysfunction and the insanity. Dilbert has been published since 1989. Why haven't our organizations evolved at all in the last 24 years? Why is it still funny?
Join me in making 2014 the year of building great organizations.
Change is hard. Influencing change is even harder. Sometimes — when we are trying to lead, or coach, or influence, or help someone grow — it can be baffling to see people stuck, unclear on what to do or unwilling to move ahead.
We may explain every way from Sunday and still they don’t get it.
The reality is, something is clear to us because we understand it. For someone who doesn’t understand, they can’t even hear what we are saying. The german writer Johann Wolfgang von Goethe said, a person only hears what they understand. He was right.
So, how can you help others to understand the need for change?
How do you decide what direction to head next in your career? Would you like to be more visible inside your company? How do you increase your chances of getting a job offer inside of a company that interests you?
Over the course of my speaking and client engagements I find myself frequently recommending informational interviews as a tactic to learn, as well as gain exposure for your career. Informational interviews are a great way to explore opportunities, discover mentors, and get information about a field of work from someone who has firsthand knowledge.
People think and process ideas in multitude of ways. In general, extraverts tend to think externally; they need to verbalize their thoughts to think. Introverts, on the other hand, prefer to have their thoughts more fully formed before they speak. These differences in preferences can have profound differences in how effectively people communicate.
I am reading Jennifer Kahnweiler’s great book Quiet Influence. In the chapter on writing, she reminds us of Aristotle’s insights on how to be persuasive. Ethos: Appeal to authority and credibility. People listen to you because of who you are, your …
Growth comes in two ways: from discovering something new … or rediscovering something that is essential and elemental that we have forgotten.
Good managers structure the work that must be done in ways that develop the people doing the work. Linda Hill and Kent Lineback, Being the Boss, The 3 Imperatives for Becoming a Great Leader