A change in team leadership can be highly disruptive. I’m on post three of a three-part series on succession and its impact on teams. I started with what to do (and not do) if you’ve decided to vie for your boss’ job. Next, I spoke about the impact of the succession race on the non-contenders. […]
We’re helping a group of senior leaders prepare to cascade their corporate business strategy down into their departments. I’m putting the materials together and thought I would take a moment to share the ideas with you. I can’t cover a half-day workshop in one post, but I can focus on one element that I think […]
In my most recent post, I got a little hot under the collar about managers who talk about accountability, but fail to do the uncomfortable things to create and reinforce it. I’ve settled down and am ready to be a little more constructive. Today’s post is a step-by-step on how to create accountability. What is […]
I love it when my work insights and my personal insights collide. Today is one of those days. I’ll skip to the punch line: The insight is that not every organization is, or should be, a democracy. Leaders sometimes need to impose an unpopular decision. First, I’ll tell you the two situations where this came up […]
“When we tried to shift from siloed decision making to collaborative decision making, we went straight to no decision making at all! We’ve solved for inclusiveness but created indecisiveness.” That’s a paraphrase from a conversation I had with a senior leader last week. Can you relate? Many obituaries have been written for the old command […]
If you could embrace one idea that would help you create a healthier, happier, and more productive team it’s the idea that tension is not a negative thing you’re trying to avoid; it’s a constructive thing you should actively encourage. “What!?!,” you say. “You think I need more tension on my team! Trust me, I’ve […]
I spent a day last week with a team that has made great progress in their trust and respect for one another—so much so that team members have engaged in the proverbial “ditch to ditch” overcorrection by going from everyone being in everyone else’s business to now staying too far out of each other’s way. […]
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