Attributes of a high-performing team. How do you know you are building a good team?
After all, from what you see, everyone attends, shows up on time, and participates in your meetings and team events. Each of the team members seems to get on OK and you are achieving your tasks. Why Innovators Love Constraints - Whitney Johnson. By Whitney Johnson | 12:00 PM February 4, 2013 While dreaming and disrupting has unfettered me in many ways, it has shackled me in others.
One of the most unexpected was losing a part of my identity. Once the rush of leaving a name-brand corporation wore off, it began to seep in that I could no longer call someone and say “Whitney Johnson, Merrill Lynch.” It was just Whitney Johnson. How Managers Become Leaders. Artwork: Adam Ekberg, Country Road, 2005, ink-jet print Harald (not his real name) is a high-potential leader with 15 years of experience at a leading European chemical company.
He started as an assistant product manager in the plastics unit and was quickly transferred to Hong Kong to help set up the unit’s new Asian business center. As sales there soared, he soon won a promotion to sales manager. Three years later he returned to Europe as the marketing and sales director for Europe, the Middle East, and Africa, overseeing a group of 80 professionals. Is Your Leadership Showing? Most members of a team know when they’re doing their work well.
They often have a particular area of expertise, and they have deadlines and deliverables. For leaders, it’s a bit different. How do you show that you’re leading? A Note About Introverts and Teams. How to Get Feedback When You're the Boss - Amy Gallo - Best Practices. The Magic of Doing One Thing at a Time - Tony Schwartz. By Tony Schwartz | 8:53 AM March 14, 2012 Why is it that between 25% and 50% of people report feeling overwhelmed or burned out at work?
It’s not just the number of hours we’re working, but also the fact that we spend too many continuous hours juggling too many things at the same time. If You Don't Prioritize Your Life, Someone Else Will - Greg McKeown. By Greg McKeown | 8:00 AM June 28, 2012 “A ‘no’ uttered from the deepest conviction is better than a ‘yes’ merely uttered to please, or worse, to avoid trouble.”
So said Mahatma Gandhi, and we all know how his conviction played out on the world stage. But what is less well known is how this same discipline played out privately with his own grandson, Arun Gandhi. Arun grew up in South Africa. When he was a young boy, he was beaten up twice: once for being too white and once for being too black. S Most Popular Blog Posts of 2011 - Katherine Bell. By Katherine Bell | 10:49 AM December 27, 2011 As 2011 comes to a close, the editors of HBR.org are taking a look back at the most popular blog posts of the year to find out what most preoccupied you, our readers.
These 11 posts all hit a common nerve and went viral; it’s no surprise that most of them contain advice about how to succeed and be happy at work. We can’t resist including another 11 posts, a hard-to-agree-upon sampling of the ideas we were proudest to publish and discussions we most enjoyed hosting this year. How to Recognize a Great Boss, or Even Be One.
An Offer You Can't Refuse: Leadership Lessons From "The Godfather" What's Your Influencing Style? - Chris Musselwhite and Tammie Plouffe. By Chris Musselwhite and Tammie Plouffe | 2:45 PM January 13, 2012 Effective leadership today relies more than ever on influencing others — impacting their ideas, opinions, and actions.
While influence has always been a valuable managerial skill, today’s highly collaborative organizations make it essential. Consider how often you have to influence people who don’t even report to you in order to accomplish your objectives. Success depends on your ability to effectively influence both your direct reports and the people over whom you have no direct authority. Have you ever thought about how you influence others? It is these preferred tactics that define our influencing style. 6 Habits of True Strategic Thinkers. In the beginning, there was just you and your partners.
You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic. " Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Anticipate Most of the focus at most companies is on what’s directly ahead. Look for game-changing information at the periphery of your industrySearch beyond the current boundaries of your businessBuild wide external networks to help you scan the horizon better Think Critically “Conventional wisdom” opens you to fewer raised eyebrows and second guessing.
Interpret Ambiguity is unsettling. Decide. Why Peter Drucker Distrusted Facts - Stephen Wunker. By Stephen Wunker | 8:17 AM November 4, 2011 Management consulting is an industry built on facts.
A “fact-based decision” (a phrase that returns 1.8 million Google results) requires legions of analysts to gather and crunch data, and it so happens that consulting firms supply precisely such people. Facts appear to de-politicize decisions, imposing objectivity and facilitating difficult choices. Who but an imbecile could be against reaching for data? Peter Drucker, arguably the greatest management scholar of the past century, was certainly no imbecile, yet one of his most important insights gets ignored in the rush for facts. “Most books on decision-making tell the reader: First find the facts. Drucker provides several theses supporting this broad assertion: Be Your Own Hero - Nilofer Merchant. By Nilofer Merchant | 7:18 AM November 4, 2011 When I was growing up, I looked for a savior in just about everyone.
There were too many fruitless visits from child protective services. The George Costanza Approach to Fixing Fatal Flaws - Scott Edinger. By Scott Edinger | 11:23 AM October 25, 2011 In my work on leadership development, the first thing I usually advise is to look past your flaws to your strengths, since no one becomes an extraordinary leader by becoming flawless.
You become a great leader, our research shows, by having strengths so profound people forgive, if not completely overlook, your faults. But about 20% of the time, I encounter a person whose flaws are so deep that no strengths can make up for them. I’m not talking about run-of-the-mill, we’re-all-human, flaws. How To Successfully Build A New Habit. According to researchers at Duke University, habits account for about 40 percent of our behaviors on any given day.  Understanding how to build new habits (and how your current ones work) is essential for making progress in your health, your happiness, and your life in general. But there can be a lot of information out there and most of it isn’t very simple to digest. To solve this problem and break things down in a very simple manner, I have created this strategy guide for building new habits that actually stick.
Even more detailed information is available in my Habits Workshop and in my free guide, Transform Your Habits.