Former British PM Tony Blair once said,
The act of leadership is saying No, not Yes.
In this era of Servant Leadership — and Covid-19 — leaders are hyper-aware of the need to support the people they serve.
A particular challenge rearing its head during these times is a leader’s reluctance to say No. Yes is more aligned with that supportive, collaborative leader that we all want to be seen as. Especially now.
But let’s call a spade a spade. The pandemic has simply magnified a behaviour that was already there. The brutally honest reason leaders say Yes is because…
We are but a soul propping up a corpse.
Each time I read this I feel a sudden sense of urgency.
Every second we live and breathe is rife with opportunity. A gift that too often we squander. As we take for granted this, or worry about that, life passes us by in its inexorable way. Like a puff of smoke in a steady breeze, it’s gone, not to be seen again. Opportunity lost.
Whatever you believe spiritually, one thing is for certain, this life as we know it has a shelf-life. And a short one at that.
Accountability is critical, not just for getting business outcomes. It’s also been shown to be closely connected with an individual’s sense of well-being, happiness and engagement.
While lower accountability is often a direct result of low engagement, equally true is that when people hold themselves accountable, their engagement levels increase. Solving this accountability paradox has a lot of important downstream benefits for both the leader and organization.
But it’s also one of the most challenging aspects of leadership.
You’ve been there, perhaps even right now. You’ve taken the time — done all the right things. You’ve ensured your expectations are…
There, I’ve said it.
I’ll say it again, because it’s worth repeating — I have a fixed mindset. At least, I have some of the cardinal symptoms.
The funny thing is, I never saw myself that way until I embarked on my entrepreneurial journey. Stripped myself away from my almost 30-year 4-walled career that had become so comfortable, like a well-worn leather glove.
80% of us exist in this comfort zone. Existing here because — as we have ourselves believe — it’s where we belong.
It’s the law of relativity at work — you need a backdrop against which to…
Humans have a love-hate relationship with change. If we are the instigators of change — creating it because it’s what we want — change is good.
However, as soon as change is imposed on us, we pull up the drawbridge and retreat behind our castle walls. We take the long game of resistance, hoping the army of change eventually breaks camp and retreats.
Unfortunately, Change is much like Star Trek’s Borg — Resistance is Futile.
Still, we resist. Pushing back against changes over which we have little or no control.
Because it’s easy to do that. Comfortable to do…
It’s well known that company success is closely tied to employee engagement levels.
However, according to a major 2017 Gallop study of almost 200,000 employees, a full half fall somewhere in the “partially disengaged’ spectrum.
Think about this. If you have a team of 10 sales people, it’s possible 5 of these are languishing somewhere in the engagement doldrums.
Your first response as a sales manager is likely, “Not in my team”. And you may be right. But if you’re not, you will be surely paying a heavy toll.
Unlike their fully disengaged colleagues who are hard to miss, the…
In a past article, I wrote about the influence judgment can have over our ability to lead. To judge is human. As emotional beings judgment is, if nothing else, an emotional response to our environment. On a deeper level, it’s a protective mechanism.
The question, perhaps, should not be, “Are you a judgmental leader?” but rather, “to what degree are you a judgmental leader?”.
I’m a judger. I catch myself judging others. Most often, I judge because another’s actions threaten to push me beyond my comfort zone. We judge when confronted by that we most fear. …
We all remember those strong leaders we’ve encountered in our lives. Their impact lingers because that’s the nature of true leadership.
I learned early that the strongest leaders see beyond the immediate need. They see potential. Not just of the worker but of the individual.
Many years ago, green, young and fresh out of university, I was transported clear across the country to embark on my officer training with the Canadian military. For 13 gruelling weeks we were put through our paces, emotionally, mentally and physically. Our every turn scrutinized and assessed.
Our progress as potential future officers was measured…
The Inner Critic. We all have one. That chattering voice in our head that assures us that we’re not good enough. That we’re not capable.
That we’re just fooling ourselves.
A voice that can be very assertive at times, and quite loud.
Are you wanting to make a change in life? Wanting to try something new? Or gain greater success or fulfillment? Have you made efforts but find yourself rooted in place by that incessant voice, no matter how hard you try to ignore it?
In my coaching practice, this Inner Critic is often a constant companion of those I…
Let’s face it. Leadership is not for everyone. In fact, many people move into leadership roles and realize too late that they don’t really belong there.
Why is this? Because, I believe, they are drawn to these roles to satisfy their own needs.
Some of the common ones? Challenge. Change. Advancement. Recognition. Acknowledgement. Power. Money. These are just a few.
Now, of course there’s nothing wrong with these. As human beings, we require stimuli. We take action through motivation, and these aspects are indeed strong motivators.
The problem surfaces when we arrive at our chosen destination and find ourselves responsible…