Meetings, Meetings, Meetings

Sixty-five percent of meetings never result in any decisions being made, according to Diana Jones in Leadership Material . Meetings are most likely to beabout sharing information and getting group opinion and overall are a big waste of time.

According to Mankins Stop Wasting Valuable Time in HBR, only 12 percent of corporate executives believed that their meetings consistently produced significant decisions that had an impact on the business.

Read More

Is Your Title Getting in Your Way?

I’m reading a book by Diana Jones: Leadership Material, which discusses the personal impact that leaders have on influencing others and retaining talent.

Jones contrasts Professional Identity - what titles bestow on leaders, with Progressive Behaviors of leaders – behaviors that promote retention and improve workplace climate.

When leaders rely too much on their professional identity for establishing the leadership approach, there is not enough substance or leadership credibility.

Read More

Hang onto Your Bad Hires

Hanging onto your bad hires may seem counterintuitive, however, consider these facts:

  • Companies have a history of hiring the wrong people for the wrong reasons.
  • Most leaders will admit that they have had bad people in the wrong positions and needed to fire them.

That solution is disappearing at a very rapid rate.

Circumstances are evolving to create the need not to fire or allow bad employees to leave.

Read More

Are You Too Driven to Succeed?

I often come across leaders who have been highly successful for the first six or seven years of their careers and then seem to hit a wall. They start being skipped over for promotions and performance reviews no longer match the ambition or drive of the individuals. They typically have a clear vision for their future, are superbly motivated to succeed, work hard and have a great track record to prove it. What is going on here?

Read More

Treat the Boss You Hate as Human

My first supervisor was the worst boss I had ever encountered. She insisted in being called “Miss Mills”, gave crushing critiques and never gave any positive feedback or kept her distance and shut me out with silence. I never figured out how to get her to accept my work and jumped ship as soon as another offer came my way.

Had that position been important enough to me, I would have struggled to gain her approval or to find out how to do a better job. Instead, I labelled the poisoned dwarf and left.

I did the exact opposite to what researchers found does work when dealing with a boss that you dislike.

Read More