I’ve talked often of the importance that values play in achieving your corporate vision. Your purpose as an organization tells you where you want to go as a company, but values tell you how you are going to get there. Clearly defined values provide guidelines for how to make daily decisions that impact your future success—or failure.
I recently had the chance to hear Stephen M.R. Covey talk about the impact that the lack of trust has on all of us, and I realized something: there is another layer of underlying behavior that impacts our ability to live by our values. Trust and values actually work hand in hand to create a strong company. Continue reading
Why don’t New Year’s resolutions work? When I ask people how many have made a New Year’s resolution they haven’t kept, everyone raises their hand.
The reason for this is, after you announce your New Year’s resolution, everyone who is important in your life laughs, says, “We’ll believe it when we see it,” and goes to a delegating leadership style where they leave you alone to accomplish your goal.
But if you could handle a delegating leadership style, it wouldn’t be a New Year’s resolution—you would just do it. Therefore, it’s the wrong leadership style. Continue reading
HarperCollins just released our revised edition of Leadership and the One Minute Manager. Much has changed since the original book was published nearly 30 years ago—workforces are more diverse, workplaces are less centralized, and technology has revolutionized business communications. Surprisingly, much has remained the same, especially when it comes to managing people. Today more than ever leaders have to do three important things. First, they have to help people set clear goals. Second, they have to diagnose people’s development level on each task. Third, they have to match their leadership style to the development level of the person they’re leading, to provide that person with what they need to succeed.
Notice I said “diagnose people’s development level on each task.” Even among experienced managers, it’s easy to fall into a trap of seeing people as beginners, or moderately competent, or highly experienced. When we paint people with a broad brush—for example, assuming that because a person is an expert in one aspect of their job, they’re an expert in all aspects of their job—our assumptions often lead to misunderstandings and poor performance. Continue reading
People often ask me how they can be more effective as a manager. One approach I recommend is to meet one-on-one with each of your direct reports for 15 to 30 minutes at least once every two weeks.
Having one-on-one meetings is a simple strategy and just plain common sense—but it’s not common practice, according to polling we conducted together with Training magazine earlier this year. When we asked people what they wanted out of their one-on-ones with their immediate supervisor, we discovered managers aren’t making time to meet with their direct reports on a regular basis—and when they do meet, they aren’t using the time effectively. (See infographic.) Continue reading
A client recently asked me to speak to their company about “the new normal.” It reminded me of an interview I conducted with Sir Richard Branson on the same topic a couple of years ago. As you know, Sir Richard is an expert on operating in the new normal. His international investment group, the Virgin Group, is one of the world’s most recognized and respected brands and runs successful businesses in several different sectors.
During our interview, I asked Sir Richard how he chooses the different sectors he invests in.
His reply was that he looks for sectors where the current competitors are not as customer focused as they could be. If they are not taking care of their customers, he’ll go into that industry.
But that was just the beginning. In addition to being customer focused, he shared that you have to be fast and flexible, you have to be cost effective, and you have to be continuously improving. Continue reading