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In the topic 'Fostering Openness & Transparency'


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What Moose? I Know Nothing, I See Nothing, I Say Nothing

  Part Four of a Series on The Tempting Ten Wallow Words (Click to read Parts One, Two or Three) Following is a condensed scene from Moose on the Table: A Novel Approach to Communications @ Work. The book’s central character, Pete Leonard, is a middle manager in a tech services firm. He reports to […]

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Do They See the Leader You’re Trying to Be?

An elderly gentleman went to the doctor about a gas problem. “But,” he told the doctor, “it really doesn’t bother me too much. When I pass gas, they never smell and are always silent. As a matter of fact, I’ve passed gas at least 10 times since I’ve been here in your office. You didn’t […]

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Telling Tales: Fable Shows the Dangerous Growth of Autocratic Leadership

In his weekly Guardian column, Robert Reich, a former US secretary of labor, professor of public policy at the University of California at Berkeley, and author, explained how “Dictators like Putin surround themselves with liars and propaganda. That leads to very bad decisions.” He writes, “Trump, Putin, Xi — these men aren’t stupid. But they […]

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Smothering Silence: What You Don’t Know Can Kill You

Is this happening in your team? People are texting each other what they really think during a video or conference call The real conversation happens after the meeting or call Your team doesn’t debate all sides of important issues and avoids touchy topics People agree to a plan of action but then do something else […]

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Dealing with Stupid Busy Leadership Teams Overloading Their Organization

I had an exchange of messages with a reader about my blog post Stupid Busy: Is Your Leadership Team Overloading Your Organization? The reader, who we’ll call George, wrote, As a middle manager who is on the receiving end of this, you are hitting the nail squarely on the head. Unfortunately, there is no way […]

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Steps to Fostering Courageous Conversations to Reduce the Moose

In the past two weeks I’ve facilitated a couple of variations of leadership team retreats featuring “moose hunting” exercises. Whether they’re called elephants-in-the-room, 800 pound gorillas, or moose/camel/kangaroo-on-the-table (we’ve used various creatures in different parts of the world), the idea is the same; identify key issues without names attached and figure out how to deal […]

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Communication Breakdowns: Open Door and Closed Mind

Most managers proclaim an open door policy. “You can always come and see me about any problems or issues” they say. Or they’ll leave team meetings they’ve chaired believing there aren’t any issues or objections to plans they’ve set since no one spoke up. Before running a Moose-on-the-Table workshop for a management team, I had […]

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Feedback is Critical to Leadership and Organization Effectiveness

We are working with a large industrial company having big problems with a multi-billion dollar project that will make or break the company’s future. To understand the roots of this potential disaster we interviewed and surveyed key project leaders, managers, and executives. This was followed by offsite retreats with key leaders that included “moose hunting” […]

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Working ON the team versus working in the team

Taking time to step back and work on the team and the organization instead of being overwhelmed by working within the team.

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The Moose-on-the-Table

The moose represents an issue that everyone knows is a problem but isn't being addressed. People are trying to carry on as if things are normal.

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Strong Leaders are the Real Deal

Strong leaders maintain a close connection between what they say and what they do. They don't try to make others into something that they are not themselves.

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Leaders Take Responsibility for Their Choices

It's natural to strike out at someone or something that seems to be causing us problems. Instead of tackling the problem, poorly led teams devote their energies to allocating blame and avoiding responsibility.

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Leaders Inspire by Example

Team members act like their leader – despite all attempts to train them otherwise. Changing them won't succeed unless it is preceded by the leader changing his or her behaviour.

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The Leader’s Digest: Timeless Principles for Team and Organization Success

The Leader’s Digest: Timeless Principles for Team and Organization Success

If you’re looking for a book that illuminates the topic of leadership in a useful, readable, and lively way, this is it. - Warren Bennis

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Honesty and Integrity Build a Foundation of Trust

Honesty and integrity are key ingredients in developing trust. Trust is a key element in establishing credibility. Our credibility is at the center of our ability to influence others and provide strong leadership. Examples of characteristics that are the hallmark of strong leaders — sincere, truthful, trustworthy, reliable, principled, and genuine.

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Feedback is an Essential Element of Learning and Improvement

As managers, our frequency, sensitivity, and action (or lack of it) on personal performance feedback sets the pace and tone for the rest of our team and organization.

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Culture Change Starts with the Management Team

When change fails, it can almost always be traced to dysfunctional leadership.

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Bridging We-They Gaps

Leaders recognize that few frontline people are going to be assertive enough to break through the invisible management barriers to come into their office and raise an issue.

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Bridging the Rhetoric-Reality Values Gap

Show, do not just tell what the organization stands for. Senior management must work as a team to lower the teamwork snicker factor when declaring teamwork to be a core value

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Bridging the Council-Staff Gap

Building a strong partnership between staff and council is essential to effective municipal management. In many instances this lack of harmonization is caused by lack of agreement on the defined roles for both staff and council members.

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