Liz's Latest Articles
As I finished a client’s strategy session report this morning, I kept thinking about how the CEO has changed over the past five years since we last worked together. He’s still brilliant, tenacious, out-spoken, aggressive, driven, blunt, and not politically correct -- Can you see why I like him? Yet he’s changed. He’s no longer afraid to laugh. And that change has caused a huge shift in how he and his senior staff interact, plan, work, produce, profit, and succeed.
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? So here are some things you might need to stop doing:
Here's something for each of you who manages others to read and then discuss with all of your team members: Boomers, Xers, and Millennials together.
With almost every client work session, coaching call, or leadership training session I’ve been involved with over the past two months, I’m seeing a troubling trend: Far too many managers are afraid to disagree with their colleagues, staffs, and others. Or if they do disagree, they can’t clearly and objectively articulate their reason for disagreeing. They provide protracted reasons as to why they disagree, hide behind apologies, or simply avoid stating they disagree. Why is it so difficult for so many to comfortably disagree? I see three common themes:
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? If not, it may be time for you and them to hone in on a few behaviors and mindset changes needed to enhance their performance to bring the value you need and expect of them and their positions. The following five behaviors or mindsets can help you start that conversation.