A leader’s performance in implementing planned change should cause excitement, minimize anxiousness, and eliminate confusion. Does yours?
Author Archive | Liz Weber
When legacy-building is focused outward more than inward, you can leverage the numerous benefits the legacy-builder brings and is willing to commit to achieve strategic outcomes for the organization.
Leaders, your writing skills, or lack thereof, are one of the main reasons your teams are frustrated, confused, and disengaged, and why projects take longer and cost more than projected.
If you’ve taken the time to think about the type of business you want to build, you’ve identified and then documented the specific interconnected actions you believe are needed to move your business forward, why not track those actions and measure their effectiveness?
As a leader in your organization, ask yourself: Is there laughter here? Does my team laugh with me or do they shut down when I walk in the room? If we’re not laughing, something is wrong.
I believe it’s good practice to regularly sit back and identify things to stop doing. If we don’t regularly stop doing things that are no longer helpful, how can we expect to change, grow, and be better leaders? This article outlines some things you might need to stop doing.
If your team fears disagreements, can you identify why? If you don’t know why, take time to study who’s holding back and ask them why. If you do know why, what are you doing about it?
Are your senior-level managers doing the jobs you need them to do? Are they doing and contributing what someone at their level, with their stature and pay, is expected to do and do consistently?
Instead of extensive surveys, why not just ask your customers direct questions that could provide you with critical input? Though we often find their answers hard to hear, what our customers tell us about our shortcomings can mean the difference in staying in business or not.
If some of the best-of-the-best leaders don’t consistently walk their own talk, in all likelihood most other ‘mere’ managers and leaders don’t either. Do you? This article will help you assess how well you walk your talk.