Articles tagged "Accountability"
When we needed to rapidly move to remote work status several months ago, for many of us, it was just a matter of working more from home than normal. We had the capability to access all or the bulk of our work files and systems remotely. For others, it was a matter of grabbing what files and equipment you thought you’d need for a few weeks and then heading home to then figure out how to: serve your customers while using your personal devices, identify ways to access the company’s network of digital and possibly some paper files, get information from colleagues also working remotely who have poor internet connectivity, while also integrating any new company equipment provided to you into your remote work worlds. In the immediacy of the need to work remotely, you made it work. However, as more and more of us are anticipating a permanency to either a completely remote or a partially remote work environment, it’s now a priority that we, as leaders, get control of where our organization's files, equipment, and knowledge is being housed.
How much of an impact is your leadership having on your organization’s culture? If you don’t already know, it’s time to stop and assess its impact. If you do already know, and the impact you’re having isn’t positive, what are you doing to correct it?
If you already know the impact your leadership is having on your organization’s culture is not positive, what are you doing to correct it?
How many podcasts, articles, posts, or chats have you listened to, read, or participated in, just this week, hoping to gain another tip to propel you, motivate you, or teach you how to be a better leader? How many? 1, 2, 5, 10, more? Now here’s an ugly question: What specifically have you done with the information you’ve heard or learned? I’m asking this question because it typically triggers glares from business owners, company directors, and leadership team members when I ask it of them.
If you had the opportunity to work for yourself, would you? This question has been popping up in conversations with several clients lately. It’s come up during a board strategy session. It’s been discussed during coaching calls. And, it’s come up while discussing the challenges of working in a multi-generational workplace. The reason I ask the question is simple: Focus on yourself before you criticize your team.
In facilitating a client’s strategic planning retreat recently, one the the board members, known for having a healthy ego, kept pushing for a legacy event that would carry his name. This board member was more concerned with having his name on something than on developing or providing a valuable service to their members. As he started to pressure others to support his wishes, I asked, “What’s a greater legacy: Developing the one-time event you’ve been discussing — or — creating a program that will help drive your organization forward while benefiting thousands over the next several years?” No one needed much time to identify the answer.