Significant others are, in effect, Secret Business Partners. They can act as sounding boards. They can ask questions others may be too afraid to ask–ones that often begin with “Why?” They can also use their knowledge of their partner’s strengths, failings, and personal history to add context and make judgments. Significant others can even have the last word on key business decisions–particularly when it would mean more work or responsibilities (and time away from home) for the executive.
Category: Leading Others
When I learned I had ADHD at age 40, I was grateful to have a label for my way of being. I read all I could on the subject. In the process, I discovered compensatory strategies for leading myself and others.
One of the most effective strategies I employed was to change how people reported to me.
I explained to employees that if they wanted to keep my attention, they should provide me with the headline, key sound bites, and the outcome before launching into the story. That way I would stay attuned during their reports, ask better questions, and leave with a better understanding.
As a business leader who built a company from 2 to 2,200 employees with a business partner, and as a business coach who has work with many business partnerships for over a decade, I know what gets said between business partners and what is often left unsaid. Today’s post is about the questions business partners […]
When reviewing values, we ask employees to provide a narrative of each of the values they’ve seen in action. Some companies have taken the best of these stories and published them for all the employees; they give a copy to new employees, too, so that they know what it looks like to put these values into behaviors.
Your emotional IQ is determined by the level of your emotional intelligence. It’s a major factor in your personal and professional perceptions and interactions. Find out just how important it really is!
Chances are you won’t have to wring that neck either, since that person will know it is his responsibility to ensure the action is completed on time and well. If he encounters problems along the way, he will be more likely to address them immediately than wait until the reporting date. When its their neck on the line, people tend to take the right and necessary actions.
Daniel Kahneman, Nobel Laureate and founder of behavioral economics, says that we have two selves: our experiencing self and our memory self. Our experiencing self likes to be happy in the moment—with people we like, in a comfortable environment, and engaging in fun activities. Our memory self is more interested in goal attainment than comfort and familiarity; it seeks out experiences that make for good, memorable stories.
Pecking Order The term “pecking order” was introduced by Thorleif Schjelderup-Ebbe in 1921 under the German terms Hackordnung or Hackliste, and brought into English in 1927. Schjelderup-Ebbe studied chickens and how they express dominance via pecking. He found that chickens typically have a pecking order that runs 15 deep. This pecking order allows for a more effective use of energy and […]
Positive to Negative Ratio of affirmation to criticisms is call the Losada Ratio. Changing your positive to negative ratio can have a dramatic outcome for your business and your marriage.
Suit-able Leadership Your wife says your wardrobe is handicapping you professionally. You respond by finding a wardrobe consultant. He eyes your wide-lapel suit and room-for-two pleated pants and says, “Listen, Italian would be perfect!” What does that mean? It means he loves Italian. But do you–or could you? If you prefer to wear socks […]
The right word may be effective, but no word is ever as effective as a rightly timed pause.– Mark Twain Pausing is undervalued and underutilized by leaders. There’s a tendency when someone asks us a question to enter a “me” mindset. “Now it’s my turn,” our brains tend to think. As a result, we […]
“Vision is the art of seeing what is invisible to others.”–Jonathan Swift As leaders, we can feel too visible–both when things go wrong (and people seek someone to blame) and when things go well (and people want to give us too much credit). More often, though, we don’t feel visible enough. We feel like we’re […]
Is there a team member you work around? If so, take a minute to list your reasons. Did he betray your trust? What is it that you don’t like about her? Cite specific incidences that caused you to write this person off. Now take a minute to consider the consequences of working around this team […]