How to Lead When You’re Not Assertive. November 5, 2013 | Author: PM Hut | Filed under: Leadership How to Lead When You’re Not Assertive By Dorothy Tannahill-Moran As life and times happen to us, we will at some point assume a role where our skills don’t match the demands of the job. This happens especially to people in management. It’s also the reason why there are so many poor bosses out there. Companies need someone to be in charge of things and many times they will pick the closest warm body to fill the role. Generally speaking, when a person is selected to manage (or for that matter selected to any new position) they have demonstrated some skills which suggest they can do the job. At the same time, there are new skills to acquire. Assertiveness is a required skill in management, yet it is a tricky one to consider developing if you don’t possess it. Here are six tips for developing your assertiveness: Communicate. If you lack assertiveness, learn the skill.
No comments yet. Three Tips for Managing a Perfectionist - Management Tip of the Day - January 05, 2012. Six Extras that Build Power and Leadership - Rosabeth Moss Kanter. By Rosabeth Moss Kanter | 11:39 AM October 18, 2010 When Ann Moore was on her way to becoming CEO of Time Inc., before women were found in top management ranks, she won loyalty by, among other things, spreading a perquisite of her magazine publisher job to peers and subordinates: preferred seats at the best sporting events in New York. Across the Atlantic, Maurice Levy was appointed CEO of Publicis while still a junior employee, in part because of his fervent commitment when the headquarters in Paris caught on fire, and he ran into the offices to rescue client files. High achievers don’t turn into leaders, even if they seem to have the right skills, without the power that comes from going beyond the letter of the job and doing what I’ve come to call the Extras.
Here are my top six. 1. Colleagueship. 2. 3. 4. 5. 6. At the same time, Extras carry a tinge of unfairness. But not every Extra is out of the reach of determined potential leaders. 25 Ways To Be A Better Leader. How to Get Feedback When You're the Boss - Amy Gallo - Best Practices. The higher up in the organization you get, the less likely you’ll receive constructive feedback on your ideas, performance, or strategy. No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you’re likely to miss out on hearing some great ideas.
So, what can you do to get people to tell you what you may not want to hear? What the Experts Say Most people have good reasons for keeping their opinions from higher ups. Acknowledge the fear As the boss, you have to set the stage so people feel comfortable, says Hill. At the same time, you should recognize how hard it might be to hear this tough feedback. Ask for it, constantly Ask for feedback on a regular basis, not just at review time. Request examples In the same way that you want to give concrete examples when giving feedback, you should also request them when you are receiving it. Read between the lines Of course, you may not get honest feedback all the time.
Do: Don’t: Make Office Politics Work for You - Management Tip of the Day - June 01, 2012. Monty Python Quotes Every Entrepreneur Should Know. I was setting up to take the classic "jumping bridal party" photo (I'm a wedding photographer on the side) and said,"Okay, when I count to three, everyone jump. " "Wait," said a groomsman. "Do we jump on three, or is it one-two-three and then jump? " Most of them had an opinion on the right way to do it--that's how it goes at weddings--and they argued for a while.
"Jump on three," I finally declared. As they moved into position I said, kind of offhandedly, "Three shall be the number thou shall count... " and almost all of them laughed. (This is why; skip to the 1:30 mark.) Recognizable quotes are like verbal shorthand, getting across in one or two sentences what normally takes much longer to explain.
Plus, dropping in an appropriate reference can instantly create common ground with others, like when you mention the ratio of people to cake is too big at an over-attended, under-catered event. (Note: This post is in no way intended as serious business advice. Big customers make demands. Goals - 4 Disciplines of Execution. You’ll Never Get There Without Questions. The day you realize leadership is about them not you is the day you begin leading. If you can’t develop people, you can’t lead beyond your current potential. Furthermore, if you don’t develop people, they’ll leave. Techniques that develop: Training.Teaching.Advising.Correcting.Challenging.Coaching.Mentoring.Encouraging.Motivating.Questioning. If you can’t ask great questions, your people development skills are weak. Coaching vs. mentoring: During conversations with my coach, Bob Hancox, he asks, “Would you like to be coached?”
Rene Petrin says, “Mentoring is a transformational relationship. Distinctions between coaching and mentoring help us discuss individual features and techniques but they overlap. Questions – essential to success: Regardless of definitions, coaches and mentors ask great questions. Open windows.Challenge assumptions.Destabilize.Move toward clarity.Aren’t agenda driven. Three types of mentoring questions: First, Petrin suggests mentors explore. Powerful Questions: Resources: You’ll Never Get There Without Questions.