I am a big fan of behavioral interviewing (“Tell me about a time when you…”). This interviewing style allows the interviewer to take actual experiences and behaviors of the candidate and assess how those fit into the culture and requirements of their company. It takes away much of the salesmanship of candidates and focuses on
Choose your customers first It seems obvious, doesn’t it? Each cohort of customers has a particular worldview, a set of problems, a small possible set of solutions available. Each cohort has a price they’re willing to pay, a story they’re willing to hear, a period of time they’re willing to invest. And yet… And yet
I was at the Starbucks drive-through the other day and as I was about to pay, the cashier said “The person in front of you paid for you. They are paying it forward”. Of course we passed the good fortune on to the car behind us (we were the 14th car to do so) and
Should “high potential” employees know of their status? Definitely. If you are having performance management discussions with your employees, they should know exactly how you feel about their performance and their potential for advancement. And they should know what they need to do to meet your expectations and their objectives. Having said that, there is
In over your head Subscribe to the Three Star Leadership Blog Working Supervisor’s Support KitA collection of tools and information that will help you do a better job as a boss. Contact Wally about coaching, consulting, or speaking to your group. Here’s the situation. You’ve worked for your company for years but no one ever tapped
I’ve been reading up on the work of Christopher Peterson and Martin Seligman in their bookCharacter Strengths and Virtues: A Handbook and Classification. They work in the field of positive psychology, “ the scientific study of the strengths and virtues that enable individuals and communities to thrive, according to the Positive Psychology Center at the University of
Read a good quote: “Great minds discuss ideas; Average minds discuss events; Small minds discuss people” Got me thinking: Bad leaders don’t lead, don’t manage; they intimidate, react, explain But, Good leaders manage events, deliver performance, drive for results manage today And great leaders do all that and: They inspire, motivate, create vision, manage the
I was asked the other day if I thought it was ok for a leader to say that they don’t know. Good leaders build on a foundation of trust and transparency. When you trust your team, when they trust you, then dialogue becomes unthreatening. Tough topics can be broached with openness, without fear or retribution
I often talk with my coaching clients about knowing what makes you happy and pursuing that. Doing more of that. It seems like a simple thing, but it is really about self-awareness. A lot of things make us happy, and spending just a little more time focusing on that can make a world of difference
I was at a nice dinner after work. My friend Essa had us talk about what we enjoy doing outside of work…we all went around the table and it was a great conversation. What we talked most about, a common theme was the joy, value, and priority of relationships and friendships. Sitting around the table,
