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 ...
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.
Most teams that I work with claim that they would like to be more innovative. And all of them would like to see better bottom line results, such as growth in market share, and better client communication and loyalty.
So how can you get these results with your team? One word: diversity.
When I was producing my sketch comedy TV show, I took some heat because the show was perceived as being too white and too male. And you know what? That ...
In his book Start With Why, Simon Sinek contends that the foundational, underlying question you must answer in order for your business to thrive is “Why?” Why are you in business? Why are you called to this business? Why, why, why? Sinek claims that the answer to this question will unlock the intangible appeal that draws customers to your door (or website).
I’m not as sold as Sinek is that your customers are all that interested in why you do what ...
Do you ever wonder why your team isn’t as excited about that bold, new project as you are? Have you ever been disappointed when your motivating pep talk (the one you practiced for hours) falls on deaf ears? It may be that you’re trying to sell them on features and benefits about which they care not a whit.