This is interesting although discouraging data, but likely not surprising to many. What has been your experience been like?
I’d love to hear about exceptions to this, and, the reasons you think they have occurred.
Archive for Leadership – Page 6
You know you need feedback to learn and grow, yet most people are not good at asking for it.
While receiving feedback can be “a stressful experience,” here are some great ideas about specifically how and why we should request it more often:
![Margaret-Heffernan[1]](https://theleadershipfocus.com/wp-content/uploads/2015/05/margaret-heffernan1.jpg)
“It’s the mortar, not just the bricks, that makes a building strong. The mortar, in a strong team, is social capital: mutual reliance, an underlying sense of connectedness that builds trust.”
Margaret Heffernan
Here’s something amazing from Margaret Heffernan, who is widely regarded as one of the most successful women business leaders in the world.
Essay: The secret ingredient that makes some teams stronger than others
The secret ingredient that makes some teams better than others | ideas.ted.com.
Here also is a link to my previous interview with her on my radio show, “The Leadership Focus.”
A Story from Google Shows You Don’t Need Power to Drive Strategy – HBR.
A great article about positioning from within the organization for power, regardless of formal position or title.
![4745-JL1.cx[1]](https://theleadershipfocus.com/wp-content/uploads/2015/04/4745-jl1-cx1.jpg)
Josh Linkner, who is one of my favorite authors has done it again. Here’s a great blog post that every leader should read and think about.
What are you ready to unlearn?
Learning and Unlearning – Josh Linkner – Speaker, Author, VC and Entrepreneur.
I think the author, Sean Graber, co-founder and CEO of Virtuali really nailed it in this article. What would you add?
Why Remote Work Thrives in Some Companies and Fails in Others – HBR.
Here’s a thought-provoking article from today’s Fortune Magazine.
I love the idea of scrapping the “hard” and “soft” leadership skills, (often implying that “soft” is less substantial or less powerful), and replacing this with “hot” and “cool” leadership styles.
What do you think?
How can you get the best from deep, quiet team members during meetings? A look at practices used in some organizations points to an answer.
via Introverts, Extroverts, and the Complexities of Team Dynamics – HBR.
Boy, do I agree with this!
I can’t tell you how many times I have heard from one of my coaching clients, “I keep wanting to talk with her/him (their boss) about this, but she/he keeps canceling our meetings. I haven’t had a one-on-one with her/him in months!” This is an engagement killer.
Direct reports with important concerns, great ideas, and positive news are unable to communicate them in a timely manner, and generally feel put-off and devalued.
Not only does this practice destroy your best people’s engagement, it trains them that they must “catch you on the fly” if they are to get your attention… As the article states, this is a “recipe” for increased interruptions and “putting out fires” on your part.
Cancelling One-on-One Meetings Destroys Your Productivity – HBR.
I frequently work with leaders to help them learn to apply some of the skills of coaching to their work in developing members of their staff.
When people have experienced how powerful coaching can be, they are usually eager to use some of this with others who work for and with them. Here’s a good (short) article about maximizing these efforts with effective follow-up:
Have you tried these techniques? If so, please share your experience.
Your Coaching Is Only as Good as Your Follow-Up Skills – HBR.