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 […]
Read post »Bad bosses can be deadly. One 15-year study found that when employees had a difficult relationship with their boss, they were 30% more likely to suffer from heart disease. Perhaps really bad bosses have lower coronary disease because their hearts are seldom used! If you have ever said, “My boss makes me sick!” you might […]
Read post »One of the most read articles on our web site is “Bad Boss: Learn How to Manage Your Manager“. Upward leadership is a crucial and often underdeveloped skill. Many people give far too much power and control to their boss. If they’ve won the “boss lottery” and report to a great leader, work life is […]
Read post »Less effective managers aspire to lead but end up demoralizing their own teams and frustrating themselves by choosing to be disempowered by their bosses. They unwittingly fall for the cult of heroic management — the notion that leadership comes down from on high.
Read article »Only through knowing where we are can we change where we are going. Discover the Personal Feedback approaches that can help you to avoid the pitfalls and pave your pathway to success.
Read article »'Embrace change' is a useless platitude. We often don't choose the difficulties or negative changes that spring upon us. But we always choose how we respond with these 'how-to' steps for staying above the line.
Read article »Take the courageous approach to leadership by building team commitment and ownership. Our "Energy Index" Assessment is a great place to start.
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 »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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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
View book/ebook/CD »Don't wait – initiate! Leaders don't wait for something to happen or someone to tell them what to do.
Read article »If we want more experimentation and learning on our teams or organizations, we must establish an atmosphere that builds self-confidence and trust.
Read article »Strong leaders don't allow themselves to be victims of a bad boss. We may not be able to choose our boss, but we can choose how to respond to him or her.
Read article »Lost the leader lottery? Strategies for dealing with an ineffectual superior
Read article »Improving my Influence Index, changing my choices, and getting to work on changing me to help change them.
Read article »Technomanagers are leaders who focus first on technology and management systems, before focusing on their customers and internal/external partners. They must discover the key "servant leadership" principle — success comes through serving others.
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Inspiring and jam-packed with practical application ideas, The Leader’s Digest: Practical Application Planner is a cost-effective way to enrich leadership development initiatives with a medley of “edutaining” summaries for leaders on the go.
View book/ebook/CD »Ghosts, goblins, and zombies are scary. But working for a bully boss can be terrifying — like living with a creature from the black lagoon. If we allow ourselves to be a victim of a horrible boss we could even end up in an early grave. Most bad bosses aren’t evil. They’re often good people […]
Read post »A highly productive component of The Extraordinary Leader development approach is the Importance Ratings section of the feedback report. This is where each set of raters — including the participant being assessed — are asked to identify the four most important competencies (of the 16 Differentiating Competencies) for their role. What’s especially useful is comparing […]
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