Feedback is central to learning. Faulty feedback is one of the biggest contributors to organization, team, and personal learning disabilities. If we don't know how we are doing, we can't improve.
Read article »Effective team management begins by clarifying what a team's purpose and role is and deciding how it will operate. A team's commitment and performance increases exponentially with the degree of power, control, and ownership they feel they have.
Read article »Many managers unwittingly believe that leadership only comes down from the top. They give away their power by believing that they don't have any.
Read article »Strong management teams change and improve their organizations despite obstacles, handicaps and problems. It's called leadership.
Read article »To manage is to control, handle, or manipulate. To lead is to guide, influence, or persuade.
Read article »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.
Read article »Strong leaders connect and energize people. They work tirelessly to ensure that no ones loses sight of what it's all about.
Read article »Not all organizations perform equally. The significant variable is the quality of leadership.
Read article »Leaders demonstrate by their actions that people are the most critical factor in an organization's performance. That's why they invest heavily in growing and developing people.
Read article »Optimistic, enthusiastic leaders more easily retain top people, compared with those bosses who tend toward negative moods. When the leader is in a happy mood, the people around him or her view everything in a more positive light.
Read article »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.
Read article »Getting teams to share the workload and become more self-sufficient shifts the team leader's role and focus. Leaders spend much less time personally solving problems, and invest their time in making sure the right problems are being solved.
Read article »Successful entrepreneurs are leaders with vision who predict the future by inventing it.
Read article »Consistently held expectations become self-fulfilling prophecies. Leaders see people as they could be – as eagles in training.
Read article »Leaders know that poor performance is like a highly contagious disease. The longer it goes unchecked, the more everyone suffers.
Read article »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.
Read article »Leaders treat each person in their organization as an individual with his or her own unique aspirations, strengths, and characteristics; and then work to put people in the best place for them to thrive and succeed.
Read article »Strong leaders harness the passion of the monomaniacs on their team to bring about change.
Read article »We are either part of the energy problem or part of its solution. There is no neutral zone. We are either net takers or net contributors of energy to others. We need to ask those we're trying to lead or influence about our energy leadership. Highly effective leaders energize others. That energy mobilizes people to action.
Read article »Don't wait – initiate! Leaders don't wait for something to happen or someone to tell them what to do.
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