It’s the end of the day, and you’re sitting at your desk. As you shuffle some papers around for the hundredth time, you think to yourself, “Well, I got pretty much nothing done today. Eight hours of wasted time that I’ll never get back.”
You’ve had days like this, right? I know I have. And honestly, they feel pretty crappy. Or rather, I feel pretty crappy when I have a day like that. But mostly I feel ...
Most of us have experienced bad bosses at some time in our lives. Maybe you’ve had one in the past; maybe you have one now. Maybe you were one in the past; maybe you are one now. So, for most of us, the question isn’t if we’ll run into one of these disagreeable creatures, but when.
But there’s a better question regarding bad bosses, and it’s this:
The leader is frustrated. “I don’t know why I’m having such trouble getting the team to buy-in to the company vision! It couldn’t be simpler!”
Then he shows me the company vision. It’s five paragraphs long. It contains sentences like, “To enhance the long-term value of the investment dollars entrusted to us by our shareholders,” and “To consistently strive to improve efficiency and productivity through learning, sharing, and implementing best practices.” It reeks of having been written by a committee—a committee ...
Are you stuck in a creative rut? Do you need an idea—now—but nothing’s coming? Don’t worry, your creativity is still there. Your brain is just taking a little “creativity catnap.” Here are a few ways to wake it up again and get those creative juices flowing.
Yesterday I was the closing keynoter for a conference of credit union leaders. One of the speakers who was on before me mentioned what was, to me, a startling statistic. He said that the average credit union CEO spends roughly 60% of his or her day just dealing with regulatory red tape. For the record (in case you’re not a credit union professional), this is not the best or most productive use of the CEO’s time. Which begs the question:
Leaders should be intelligent, right? I mean, it doesn’t always work out that way, but that’s kind of the ideal. We want our leaders—community, corporate, political—to be intelligent.
But what kind of intelligent?
There are some leaders who know everything there is to know about their industry. Other leaders have read dozens—maybe even hundreds—of books about leadership. Some leaders are particularly strong in emotional intelligenc
Imagine this: There’s a crisis looming in your business.
[You: “Why do you have to be so negative, Bill?”]
[Me: “Fair point. Let’s reset.”]
Imagine this: There’s an opportunity looming in your business. [You: “Thank you.”] And now you need your team to come up with creative ideas to best take advantage of this great opportunity. You want them to “think outside of the box.” You want them to “go wild!” You tell them, “Let your imaginations flow!” You expect magic.
Why are the people on the frontline such dullards? I mean, really, these people couldn’t come up with a creative idea if their jobs depended on it. Thank goodness you don’t expect too much from them, right? Because if God forbid, your business somehow depended on them for creativity, you’d be in serious trouble! Am I right?
No, I’m not right. I’m very, very wrong. And if the above paragraph sounds like either you or your business, you are very, very ...