Liz's Latest Articles
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:
As you look to the next 12, 24, or 36 months, is your board of directors composed of the right people with the right skills, energy, and expertise to help you drive towards your vision? Are you as intentional in recruiting, onboarding, and developing directors as you are with key staff? Is your board a key to your organization’s success. Or, are your initiatives, pace, and success limited because your board believes they’ve fulfilled their responsibilities if they show up, vote, and leave?
Being ‘disruptive’ in the professional world has become a trendy moniker for many. In the past few years, thinking, behaving and leading to disrupt has become the latest ‘in’ professional strategy to reinvigorate, innovate, or potentially save positions, teams, products, and organizations otherwise moving too slowly to stay relevant and viable. There’s nothing new to the idea of needing to innovate and change to stay relevant. The former leaders of Kodak, Blockbuster, and BlackBerry can attest to this. So why is there so much intrigue with being ‘disruptive’?
Why is there so much intrigue with being ‘disruptive’?
It doesn’t take much for a leader to show she cares for her team. My company is wrapping up a ‘listening’ and training tour for one of our clients. The new CEO asked us to provide leadership training to help her managers and supervisors enhance their own and their teams’ performance and outline a list of feasible solutions she could move forward to help them, help their teams, and help their customers. However, instead of simply jumping in with a training program on enhancing leadership skills, we included a critical sequencing piece to the training solution: