One of the hardest things to commit enough time to in a fast-growing business is training our new leaders how to be effective managers of people. Unfortunately, a lot of off-the-shelf leadership training talks about scary compliance, managerial tactics, leadership styles, and other fluffy stuff. Not exactly people science.
You’ve seen it happen again and again. You are debating with your team on how to solve a big, hairy problem. After much deliberation, you see one solution as best. Another leader sees a different solution as ideal. And here you thought you two were all synced up on your goals. What the heck do
Check out that log jam. Looks bad, doesn’t it? Do you ever feel like that picture describes how work gets done (or doesn’t get done) in your business? Promising progress all jammed up by poor communication, confusion, and/or bureaucracy. That’s a profit margin killer right there. This is NOT what you want.
Trust is the foundation. Trust is the glue. Trust is the magic pixie fairy dust that makes your business better. We all love trust– all the kinds of trust – trust that people will do what they commit to do, trust that people will keep promises, trust that people will behave consistently, and trust that
Hello CEOs, Presidents, and CXOs. Hello people in positions of authority to make far-reaching decisions. Now think of something interesting related to your business. You have it in your mind now? See it? See how you’d like to solve it? OK. Now, is that thing important? Of course it is! Maybe it is. Is it?
Not too long ago, I was at an HR event with HR speakers. It was a good event, well attended, but there was something that really bothered me. It kept showing up in the fine lines between the big ideas. It showed up shod in steel-toed boots with pointy heels, when comfortable shoes would have
There still exist products that are (mostly) the same as they’ve always been that are still valued and still purchased. They’re almost all commodities with low margins or offerings in stagnant markets, but they exist and many billions are made selling them. That’s a lot of money to spread around, so maybe innovation doesn’t matter
CEOs and founders, I’m talking to you. Think about your leadership team. These are people that went through the gauntlet with you through growth, change, and general travails. You’ve committed to them, you’ve invested in them and they’ve committed to and invested in the business. The bonds are deep because you’ve waded across the Rubicon
Companies look to change and evolve their cultures for several reasons. Strategy upshift, generational factors, unattended culture degradation, mergers & acquisitions, and turnaround scenarios. Below are two culture change stories we all see.
I’ve been a practitioner of HR for many, many years. From that seat, I’ve observed, fostered, and shaped company cultures. People tell me I’m good at it. Much of what I did was intuitive—instinctual. While that’s a great start, it doesn’t do you much good unless I’m working with your business directly. In this post,
