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