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The Fundamental Error in Managing Others
While flying home from a weekend visit with my son in Houston, Texas, I got a flash of insight into why it is so difficult to train managers to be more effective. I was reading “The Psychology of...
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Not Responding Can Cost You
A former Mastery of Execution student sent me the link to a great blog article posted by Fast Company entitled “2010: The Year of Saying ‘I Got It’ “. The focus of the article, written by Lynette...
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Want More Credibility? Own Up and Apologize
Credibility is essential to being an effective leader. One of the most powerful ways to build credibility is to own up to something that didn’t work and apologize for it. When Ed Koch was mayor of New...
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Inspiration Is Not Enough
During a recent meeting with a group of managers from COSI in Columbus, OH, one of them asked about the role of inspired understanding in getting people to do things. She was proposing that the...
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Improving Relationships at Work
I recently had the working managers in my MBA class on execution (as in implementation, not hanging) undertake an exercise to improve relationships with the people with whom they work. In particular,...
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How Do I Get My Boss to Change?
I am occasionally asked by the managers in my classes, “How do I get my boss to do this stuff?” My answer is often the same, “Get interested in what they are interested in. Find out what they have...
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Accountability Requires Feedback
Building accountability requires giving honest feedback on how people perform. If we want people to provide high quality work on time, telling them when they succeed and when they fail at doing so is...
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Listen for and Speak Accomplishment
Accomplishment is created in our speaking and listening independent of whether someone succeeds or fails. Unfortunately, accomplishment is frequently equated with the achievement of an intended...
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The Two Sides of Leadership
There are two sides to leadership: the constructive side and the destructive side. Both are evident in organizations, but only one seems to get all the attention. Implicit in contemporary approaches...
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