Many of you are very action-oriented. An idea occurs to you, and you immediately take steps to make it happen. There's nothing wrong with that. Realistically, however, your time and energy is limited. Are you putting your limited time and energy where it will accomplish the most and the best? Today's article, “What Objective Are We Seeking to Achieve?”, encourages you and those you influence to at least think through your potential actions and imagine the likely outcomes. Imagining takes very little time or energy, but disciplining yourself to allocate that small amount of time may make the actions you do take a bit more effective. Dennis
Sometimes compliments flow from customers or from "up above" in the hierarchy. Many leaders underestimate the positive influence they can have just by focusing attention on deserving individuals within their organization.
This week's article, “Okay, Director--Where Do I Focus the Spotlight?”, describes a unique way to remember your role in sharing the accolades.
You often have a need to document changes to policy or to operational processes. The easiest and fastest way to communicate what's needed is to generate a memo or an e-mail.
However, you realize that doing so is not always effective. You put the information out there, but was it understood? Have people "bought in" to the change?
Today's article, “Three Not So Surprising Truths about Business Writing,” offers a different, more effective approach--that also improves the writing skills of people on your team.
If "betrayal of trust" is a problem for you, everyone else knows about it, but you may be totally ignorant. How do you find out? You've got to be genuine as you aggressively seek this information. Will people lie to you? You bet! At a minimum, they'll be uncomfortable telling you their experiences.
So, you need to go to people who:
--have experience with you making promises,
--will stand up to you and tell you the truth,
--care enough about your future and the future of the organization to help you make changes.
Take a look at this week’s article, “Betrayal of Trust--How to Recover.”
As the authority of some leaders increases, the tendency to minimize commitments made to those farther down in the organization may also increase. When those situations occur, they generate huge gaps in the relationship. Such a condition is detrimental to both parties. As an outsider, I am usually made aware of the void by multiple individuals. But the leader is typically oblivious. Though the leader knows his or her intentions, the leader rarely knows the effect of his or her behaviors on others. Evaluate your own behavior by reading this week’s article, “Betrayal of Trust—A Preventable Leadership Blunder.” Next week, I’ll explore how to recover, reestablishing the trust that has been eroded. Dennis