You don’t have to be a Star Trek fan to understand how these pop culture icons show up in the work place.
Captain Kirk is the risk taker, the rule breaker, the impulsive person of action who thrills at the idea of going “where no man has gone before.” Without him, the Enterprise might never accomplish so many interesting, pioneering missions.Read More
What Kind of Emotional Wake Does Your Leadership Create?
The first step in learning to control your emotional wake is self awareness. Know what you are feeling in the moment and understand what led you to that emotional state. If you’re in the grip of anger or frustration, instead of erupting in an angry outburst, which will inevitably create further chaos and result in work stoppage, ask yourself who or what crossed your boundaries. Being aware of your emotional state, acknowledging the source of stress and irritation, is the first step in keeping it from affecting others. Read More
Star Performers know September is a great time of year to evaluate the year’s performance, and begin to get a head start on strategic planning for next year. Most organizations will fall in the trap of the “break-fix” cycle – where the squeakiest wheels will get the oil. But how do you know whether you are tackling the right issues for sustainable growth?Read More
Our careers are important, but how many of us are willing to invest in ourselves in the same way that we expect companies to invest in us? Instead of being proactive about their own professional development, many employees sit back and wait for HR to tap them on the shoulder for mentoring programs, leadership seminars, even feedback about performance evaluation. The truth is, there can be significant benefits in seeking these things out on your own.Read More
A “pitfall” is an unsuspected danger, a trap masquerading as a safe path. They’re easy to fall into – and even harder to dig yourself out of – which is why the best protection is a heightened sense of awareness that what seems safe may not be.Read More
A “pitfall” is an unsuspected danger, a trap masquerading as a safe path. They’re easy to fall into – and even harder to dig yourself out of – which is why the best protection is a heightened sense of awareness that what seems safe may not be.
Aspiring inspirational leaders starting or growing their businesses need to be on the look out for these seemingly safe behaviors that can, over time, have a disastrous impact on company culture.Read More
You’re reluctant to speak up at meetings. The issue may not be that you don’t have ideas to contribute, but that you’re one of those people who prefer to reflect carefully on information before making pronouncements. Other people may interpret this as holding back, fear of looking bad, or reluctance to speak on the record so you’re not accountable. These perceptions can derail your career, so you need to address them. But how?Read More
I’m often asked, “How do I teach my team to work together more effectively?”
The Problem. Joe led a team of talented professionals, but noticed that communication differences often made it difficult for these smart people to work together. One team member who focused on procedures and safety had difficulty listening to and respecting another team member’s out-of-the-box, creative thinking. Other differences in work ethic, attitudes, and approaches to problem solving also created difficulties on the team. That is when Joe reached out to me and asked, “What can I do to help my employees appreciate each other’s value and stop undercutting each other?”Read More
How do you keep emotions–fear, anger, frustration–from derailing your career?
The Problem. Anya was almost hysterical on the phone. Her new manager, Meeta, gave her a “not meeting expectations” rating on her annual review and discussed putting Anya on a Performance Improvement Plan. Meeta also said that Anya would need additional training. As soon as Anya saw the performance review document, she began to spiral down emotionally. By the time she called me, Anya was in the grips of an emotional hijack that triggered deep fear; she was not able to think clearly.Read More
How do I change my boss’s perception of me?
The Client’s Problem. Jacqueline is a senior manager whose boss had labeled her as “arrogant and defensive” after receiving feedback that she was difficult to report to. Jacqueline admits that she did behave that way a year ago, but she has since worked with a coach and dramatically changed her interaction with her employees and peers. Her boss has not seen the significant growth Jacqueline has experienced over the past year; he has not spent time with her to see the changes in her behavior. Read More
