How do you start a new year? Are you a resolutions person? Do you set intentions? I use themes. I’m evaluating my progress on my 2020 themes and sharing my 2021 themes in hopes you will use a similar process to bring focus to your year.
I have settled into a tradition of making a November advent calendar, of sorts. I call it NO-vember. For each of the month’s 30 days, I take to LinkedIn with a video about something you can say “no” to if you want to be happier, healthier, and more productive. Here’s the round-up with links to the videos and a short blurb to give you the highlights of each idea if you prefer to read. I cover both what to say “no” to and what that allows you to say “yes” to. Could you do me a favor? Let me know if you like video content like this and tell me what else I could provide that would be valuable for you?
When introducing change to your team, it’s completely normal that you’ll face some unpredictable reactions. Heck, it’s completely normal that you’ll HAVE some unpredictable reactions. Volatility in the face of change makes a whole lot of sense when you think about how our brains are built. We’re wired to be suspicious of situations and behaviors […]
A sincere and direct apology can do a world of good. Unfortunately, a misplaced apology can send mixed messages and impact your leadership. Do you agree with me that apologies are out of place in these three situations?
There is a good way to apologize and there are many, many bad ways. This week, I provide the formula for a good apology, one that increases trust and confidence. And for fun, I share a laundry list of bad apologies, some of which you might have heard from your own colleagues over the years.
If you could flip your life so you could spend 80% of your time and energy on the parts you’re only spending 20% on today, what things would you flip? How would it make your productivity, your team, and your health better?
There is some new research that helps us understand the conflict behaviors that are associated with improved performance. I went through it and translated the findings into practical techniques you can use to contribute to high performance on your team (and added a bonus list of things not to do).
Are you smart, logical, armed with compelling evidence to support your case? Yeah, I thought so. Sadly, that’s not likely to do any good if you find yourself in a real argument with your colleagues. While facts are great for problem-solving, they’re of little use in conflict resolution. Read on to learn why facts don’t solve fights.
I had an epiphany last week about the source of so much frustration and resentment on teams. I’ve labeled the problem, “unseen work.” In this post, I describe what unseen work is and provide a quick exercise you can do to identify and address any problems with unseen work before they trigger resentment on your team.
You’re smart. You have good ideas. You share them liberally. You create defensiveness. You get frustrated. Neil Gaiman offers terrific advice on why, when reviewing someone else’s work, you should identify problems but not propose solutions.