We’ve explored the idea of the Success Deception before; how our success can keep us from exploring growth opportunities. Well, there’s another danger related to that idea. It comes when we stop learning from those we serve. This happens when we … Read More
When I was a teacher, I didn’t get a lot of handwritten notes from my principals and superintendents. So when I did, it was pretty exciting! To think that my boss would make the time to write words of appreciation … Read More
If people are mostly doing what they’re supposed to be doing, but only hear criticism, they will have the mistaken belief that they are doing a poor job. In an environment like this, morale, performance, and relationships suffer. If people … Read More
I once had a business-owner client who really needed to show her enthusiasm more. “Not a lot gets me excited,” she said, “except that I’m really motivated by making money.” She felt a little shallow about that, but also knew … Read More
Know you need to evaluate an event/campaign/project/quarter, but don’t have time? This quick, simple tool will be a major asset to you and your team for future project improvement.
Feedback from leaders drives engagement and performance, yet workers report that feedback is lacking. Leaders even know this truth, but still avoid giving feedback. Last week we explored five common reasons leaders can be uncomfortable giving feedback, with reasons to do it … Read More
Feedback from leaders drives engagement and performance, yet many workers report that feedback is lacking. Leaders even know this truth, but still avoid giving feedback. Here are five common reasons leaders may be uncomfortable giving feedback, and reasons to do it … Read More
Hersey and Blanchard’s concept of Situational Leadership dictates that we provide a level of leadership and attention that is appropriate to a follower’s levels of expertise and motivation. Often, leaders believe they are “empowering” and “granting autonomy” by being hands-off, and … Read More
Information on reading the C (Conscientiousness) styles, and implications for leadership: Following the steps of people-reading, we learn that someone who tends to be “skeptical and challenging,” and “cautious and reflective,” likely fits the profile of a “C” style. “C” … Read More
Tabby and Alan discuss the “3 magic words” that help make requests pleasant and keep people engaged.