“Doodlepop.” “Said Cat.” Sometimes the smallest, most inconsequential things become … something meaningful. About nine years ago, we briefly rented a house before buying the one we’re currently in. The rental agreement included a clause about “damage caused by said cat.” We’ve referred to Flicker as “said cat” ever since. Not quite eight years ago, we took our then-puppy for …
Is individuality a problem?
Yes. And no. There, clear as mud, right? Let’s look at the opposing arguments. Yes, individuality is a problem… … when it takes over and squashes good management and leadership. There are too many instances of the Star Employee! who’s So Great! and responsible for So Much! that they Can’t Possibly Be Fired! Even though they’re bullies, undermining team morale …
Who defines respect?
Respect is a key element of trust. It’s impossible to trust someone you don’t respect. (I’d argue it is possible to respect someone you don’t trust, but that’s a whole different conversation.) As leaders, we can say we respect our people – but – news flash – what we think or say doesn’t matter. What does matter is what they …
The fuzzy gray ball of leadership
Students in my workshops often ask hypothetical questions about leadership situations – questions to which the only possible answer is, “Well, it depends!” Leadership is a fuzzy gray ball of uncertainty. Or, to put it in somewhat more positive terms, it’s highly nuanced. Which is why, as I wrote last week, I consider formally-defined leadership styles to be functionally useless, …
Leadership “styles” are bunk
I’m going to get pushback on this, but I stand by it: so-called “leadership styles” are bunk. Let’s just start here: go Google “leadership styles.” How many did you find? How consistent were they from one list to the next? You see my point. Every leadership website has a different number, ranging from four on up to – I think …
Where does Poor Performance come from?
What’s at the root of so-called “poor performance”? We tend to look at an employee’s – or friend’s, family member’s, customer’s, a stranger’s – behavior as a “thing,” an entity unto itself. But is it really? We look at an employee’s behavior, whether “good” or “bad,” and call it “performance.” But performance doesn’t come out of nowhere. It’s always based …
How do you want to be led?
Has anyone ever asked you that question – how do you want to be led? Have you ever asked your team that question? If you were fortunate enough to be offered training in leadership, you’re probably familiar with the concept of situational leadership, which suggests providing different levels of support and guidance to your people based on the … ahem … situation. …
Who supports you?
There’s a recurring theme I’ve observed in listening to successful people interviewed on podcasts, or whilst reading their books. They talk about the meaningful, vital support they received as children, as teens, as young adults. There are plenty of people who had very difficult childhoods – poverty, violence, abuse, learning difficulties – and who nonetheless became successful. So I’m not …
But what can one manager do?
During a recent podcast interview (which I’ll post when it’s released), I was asked a tough question: If you’re working for a company that has, let’s say, a somewhat questionable culture, where it’s not as safe as it might be to raise questions or make mistakes, it’s easy to think that you’re stuck: your options are to either accept the …
Don’t drop that ball!
If you’ve ever complained about being overwhelmed, overbusy, or burned out, some helpful (?) person has undoubtedly advised, “You need to drop some of those balls you’re juggling!” These days, with so much about burnout in the news – and, more to the point, in our organizations and lives – “Drop those balls!” must be ringing down office corridors and …