In our talent management processes, we spend the majority of our time discussing the top 10% (high potentials) and the bottom 10% (action required). It is exciting to discuss the talent in our organization and we gravitate naturally that way. After all, these are our future leaders, the names on the succession plan! Meanwhile the
Ever notice how long it takes to resolve conflicts? If you are in a disagreement with someone on an issue that requires alignment, coming to resolution is not a function of time, but of intent and purpose. Delays are a function of time. The time it takes to resolve is a function of the “air”
Listen to your customers and they will tell you what they need. Ask open ended questions and you will understand what keeps them up at night. But there is another reason to listen to them! Another reason to stop talking and listen. They just might offer up insight into your company that you have not
People often talk about having an open door policy, about being accessible. But are they really? Ever notice that often, while you are meeting with someone, they aren’t really there? They are looking at their watch, checking their blackberry or looking at a computer screen; they are thinking about the call they just had or
When I used to skydive, parachutes weren’t as sophisticated as they are now. You couldn’t pull on the risers just before landing and land softly on your feet. We learned the parachute landing fall. Basically, you looked straight ahead at the horizon, not down. The idea was that by looking down your eyes misjudged the
For many, budget season is starting. How many budget review meetings have you sat in, where it is unclear as to which assumptions are being made about the business? Your audience starts to “flip ahead” in the presentation, looking for answers to their questions, looking for supporting slides. As you prepare your business plan for
I am very fortunate to work with an organization called Ashoka. Ashoka sponsors and supports social entrepreneurs ( fellows ) around the globe who are doing significant groundbreaking work in all facets of driving social change, by attacking systemic causes in innovative ways. One of the exciting areas that Ashoka fellows are addressing is the
One of the rules of boating is that when you are docking or approaching, you assess the variables ( wind, current, traffic) and you should never be moving towards something at a speed faster than you would be willing to hit it. That’s a good life and leadership lesson too. Think about your approach. Play
As a manager, one of the most important things you can do is level set with your employees on rules of engagement. What do you need to be informed about? How do you want to be informed? The key here is that you don’t want any missed expectations, so setting a framework upfront is important.
I dont have authority, I can only influence I feel marginalized No- one else sees this as a priority but me I can’t get anyone’s attention I can’t get the right people to listen Until this gets fixed, i can’t do my job Sound familiar? We hear these kinds of statements all the time.