Perhaps you have observed what author, Dacher Keltner, calls “The Power Paradox”: a well-liked employee gets a promotion into management and shortly after, turns into a tyrant. If you are someone who aspires to lead others, how can you avoid a fall into this trap?
First, understand that this tendency to become a hard-nosed, selfish manager is universal, but also peculiar to our culture. It’s well documented in “Why Workers Won’t Work: The Case Study of
Source:: How New Managers Avoid Becoming Tyrants
I was recently called by a company interested in having 60 attendees at their one-day strategic planning event. As they described the desired outcome I decided to give them the bad news up front: they had unwittingly put their goal in jeopardy.
In short, the design of their workshop was in opposition to their intent to produce a quality plan. Too many participants and too little time would guarantee it. In addition, they were increasing the
Source:: How to Optimize Your Strategic Planning Retreat To Prevent Failure
Do your company’s top leaders need to be just like everyone else? Or should they publicly strive to achieve the highest levels of performance? Does it make a difference?
I recently advised a client: “Why don’t you try to run your meetings more efficiently?”
The manager viewed me suspiciously, then laughed. “How effective do you think Bob’s are?” (His CEO was infamous for poorly managed meetings.)
He continued: “And you want mine to be better than his?”
Source:: Why Leaders Need to Embrace Their Role As Best Performers
Many top executives find themselves in a tricky spot. Human beings and technology, two essential ingredients for a company to thrive, don’t naturally work well together. Here is one way to tackle the issue, using the case of Business Process Management (BPM).
A recent McKinsey Journal article described the advent of a new role: a “Chief Transformation Officer.” Operating with the trust of the board, this change-agent operates like an extension of the CEO, holding top
Source:: How to Get IT and HR to Cooperate on Change Initiatives
How many items of email do you have sitting in your inbox? Are there 20 messages? 20,000? What difference does it make?
Perhaps you are already suspicious of others who oversee a permanent pile of unprocessed email. Remember that recent message you sent them? They don’t remember seeing it. It annoys you because it included a critical question. Now, you stand next to them, forced to repeat the request in person while they complain about “people
Source:: Why a huge email inbox means low productivity, not high popularity
We Jamaicans take many of our cues from leaders. This is never truer than when a leader acts like a victim, blaming everyone else for sub-par results. Eventually, employees join the blame game, actively avoiding responsibility before fingers turn on them. Things worsen to the point where only an intervention can save the company from ruin.
In a recent meeting with a CEO, I listened as he blamed his colleagues and staff for the predicament his
Source:: How to Intervene When an Executive Starts Acting Like a Victim