It is time to do away with the word “onboarding.” With the workforce seeing multiple generations, shortages of specific talent and individual preferences, we should be humanizing the process and the words we use to describe it. This is particularly important if a new employee is going to be remote or hybrid, as it might be a long time before they actually meet their supervisor in person.
We previously talked about your wants, desires, and wishes for different periods of time. Now, I want to invite you to view wants from a different angle.
A coaching client asked me recently if I would work through a Vision Board process with her. I realized that although I do this for myself at least once a year, I haven’t shared my process. Plus, this is a great way to clarify your wants as we head into the New Year!Read More
It’s that time of the year when you’re wondering what the heck happened to the year…how did it go by so quickly…. and…how am I going to complete everything that I committed to do this year?
Well, there are about 80 days left in this year. The biggest challenge is falling into the trap of trying to do everything that you didn’t accomplish all year. If you turn into a whirlwind, you might make a little progress on several things, but may end up feeling dissatisfied because you didn’t get a great result on an important initiative.
My executive clients bemoan the fact that they “can’t get anything done” during the business day, and in fact, “the real work begins after 5:30.” Their schedules are filled with meetings, calls, email and putting out fires.
There are many reasons employees choose to move on from their current company. Perhaps they feel unchallenged, their values don’t align, they want to try a new role or industry, or they need a raise to compensate for life changes.
When it is one of your star employees, however, their leaving can hurt—especially if you cannot currently offer a raise or other monetary compensation to influence them to stay.Read More
A recurring management theme is leaders who assume that their people know what’s on their minds. I call this “managing by telepathy,” as these leaders often neglect to articulate what they want.
This is rarely intentional. After all, you don’t sit in your office and think about how you can avoid good communication with your people. But you can get swept up in the busyness of your day and simply think that you said something when actually it never left your mind.
A new CEO might be tempted to start from scratch and scrap a company’s strategy when they first come on board. But even if the strategy seems outdated at first glance, this does not mean you should abandon it completely.
There is always opportunity to improve a strategy when deciding whether to start fresh or use the current strategy—and this can happen during regular strategy review, not simply when leadership changes hands. Before you make this critical decision, take the four steps below to determine which is the best option for your company.Read More
At one time or another, entrepreneurial leaders face the challenge of transitioning from “doing the doing” to leading their organizations. Over the years, many of my clients have passed through various stages of this transition, and frankly, it’s not an easy one.Read More
As Eric Hoffer said, “In a time of drastic change, it is the learners who inherit the future.”
You too can surf the waves of change—if you have developed continuous learning as a skill.
Before I wrote The Complete Leader with Randy Lisk, I didn’t have a good model to think about the skills necessary to being a good leader. I was simply focused on the day’s problems and trying to get through my to-do list to solve the most immediate issues. As a consequence, I depended much more on my instincts and intuition rather than my knowledge from learning continuously for a long time—and intuition is not always correct.
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What makes one team more effective than another?
This is a question I’ve seen leaders wrestle with across industries, teams of various sizes, and around the globe. A team may have the most talented people on paper, yet their performance and innovation results are suboptimal again and again.Read More