Business executives improvise more often than they may want to admit. When the unexpected “gotcha” happens and there is little time for in-depth analysis, people must improvise. Much like Miles Davis and the musicians with whom he collaborated, organizational leaders incorporate a theme and variation rhythm into the solution solving process.
Miles Davis’ jazz album Kind of Blue is revered
Have you noticed that many corporate ecosystems develop around the tenet that people are “born” to be a leader and others are “pegged” as team players? Based on my personal experience, leadership is a skill people can develop and grow. People may choose to intentionally prepare a learning path; or, in the case of my friend Jay Coakley — SURPRISE!!!
Measuring Emotional Intelligence and Increasing Workplace Performance
Executive Summary
One of my favorite questions to ask people is “What traits and skills comprise a great leader?” The answer given most often is, “I can’t tell you, but I know one when I see one.” I hear a similar response when I ask people how they define an Emotionally Intelligent Leader:
Delegation is about entrusting someone else with the responsibility or authority to assure designated work completes successfully. Being able to delegate well frees managers and team leaders to focus on priorities, and maybe even take a day off.
Delegation is a win-win for all involved, staff and team members gain confidence as their performance is recognized and publicly valued, and
Company leaders can earn the loyalty and trust of their staff by adhering to the following five leadership pillars:
1. People matter
2. Success requires teamwork
3. Apply the same high standard to all routine tasks
4. Do the right thing
5. Train for success
People work hard to achieve company leadership positions and then wonder why they don’t get
Emotional Intelligence is a way for people to apply qualitative reasoning beyond the ‘facts’ of a situation. These skills are essential for professionals who are on a path to become partners within their organization. The technical skills that got rising professionals noticed need to be supplemented with relationship building and other intangible leadership skills.
For accomplished professionals, enhancing your Emotional
A golden-crusted, fruit-filled, homemade pie evokes images of ample harvests and generous sharing. What happens when one more person wants a slice of that pie? The 8” pie plate cannot increase in size. When more people want a slice of the physical pie, each slice becomes smaller and smaller.
Pi, on the other hand, has an infinite number of decimal
When organizations begin to discuss plans for a Digital Transformation project there are three guarantees:
1. The change will be disruptive.
2. The time allocated for the transition activities will be insufficient.
3. The people affected by the transformation will not be given the attention, or level of involvement, needed.
The first two items are fact. Change is hard. New
Engineers prepare for their career by honing specific skills as required by their chosen discipline. The principles and calculations are straight forward. Decisions tend to be black and white. Then the expert engineer is promoted only to find the new position requires both hard technical and soft people-focused skills.
Have you found yourself in this position? Or do you know
Recently, Seth Godin posted a blog titled, “You’re Not That Good”. My knee jerk reaction was a defiant, “How do you know? Who put you in charge?” My second thought was that most people are too polite to use those words; however, I catch myself saying those very words to me. That little imposter imp sits on my shoulder and