Today’s business climate is stormy with even rougher weather ahead.
Following the Great Recession and the financial crisis, many business leaders took the safest paths, avoiding as many risks as they could find. Today, the opposite tack, embracing chaos and surfing the waves of change, offers these same business leaders new opportunities for profit, growth and transformation of their businesses into 21st Century organizations.
Is there a price for pursuing these opportunities? Simple answer: yes. Business leaders must adapt and change. Today, it is not possible to control every aspect of a leader’s operations as completely as they did in
Leadership is not a popularity contest.
Those leaders who make popularity a prime intention are those leaders who may not be doing what is necessary for the organization to succeed. The mark of a good leader is how he leads against the odds or even against popular convention.
Case in point. When Anne Mulcahy took over Xerox as CEO in 2001, she gained a job that it seemed no one else wanted. After all, she was a former senior executive in human resources and lacked fundamentals in finance, a fact that did not endear her to the financial community. Since
One of the reasons that change is so difficult is that you first must break old habits.
Breaking those habits, as pre-eminent leadership educators Marshall Goldsmith andRosabeth Moss Kanter have taught us, means letting go of old ways of thinking. Recessions are a good time to re-think how you do business and what behaviors need to change in order to succeed. It is easy to say you want to change, but actually do it is a different matter. Here are some suggestions.
Do things differently. When the late Alex Trotman became
Good news! You escaped the last head count reduction. Whew!
Bad news! You have a bigger workload. Ugh!
More bad news! You may be asked to give up one to five days of month in work and pay. Gulp.
Even more bad news! Your co-worker may be out to get you. Yikes!
According to America Workplace Insights produced by the recruitment firm Adecco in March 2009, the workplace is being riled by internecine battles, the nasty kind that lessen productivity and ruin reputations. More than a quarter (28%) of employees surveyed said they would
Take a deep breath and think before acting.
That’s the best advice that any leader should consider when faced with a setback. Before you do anything, you need to take stock of where you are now and where you want to go in the future. Toward that end there are three questions (first introduced to me in the book Hope Is Not a Method) I advise leaders in crisis to ask themselves.
What is happening? Consider the situation. When what you set out to achieve is not working out, it may be because people do not understand it, or do not
Unselfish leadership is that which attempts to have others follow sound principles, and not people. It is that which attempts to benefit all and not just a few. Unselfish leadership is that which thinks in terms of “we” and “us” rather than “I” and “me”. Unselfish leadership follows an agreed upon vision, mission, and core values and attempts to have all activities and issues line up to those, and not line up to certain people. It attempts to benefit the entire world and not just one country or one group of people. Unselfish leadership collaborates and compromises, where necessary, for
Sometimes if you scratch beneath the surface of a good team, you may find that team performance depends upon the efforts of one or two high achievers. That may be okay for the short term but what happens when one or two of those stars move on?
What does the manager do next?
First look to the team. Ask for the members of the team to step up. One or more of them may be your future stars. Here are some suggestions.
Face reality. Losing a star is different than losing a middle of the road performer. Stars pick up
Influential people make a memorable first impression and they always wear well over time. Why? Their concern for people is real, and it goes deeper than any transaction. Ken Blanchard said it best, “Great leadership is about influence not authority”. People will come to value you as much and sometimes more than any product or service. Tip: In order to become a person of influence, it is incumbent upon you tell the truth, follow up and be genuinely as concerned as they are about their goals and objectives. Blessed is the influence of one true, loving human soul on another-George
I am looking for some good people. Make no mistake about it. I’m looking for some good people. The country is looking for good people. Desperately looking for good people.
Why is the country looking for good people?
The reason is because the U.S.A. has entered a period of kakistocracy. Our representative democracy has resulted in a situation where the worst people are in power.
Kakistocracy – A form of government where the worst people are in power.
I don’t mean “worst” as in evil or tormenting. I’m