Articles tagged "Leadership Accountability"
With so many challenges facing our families, schools, communities, businesses, healthcare and governmental institutions, the responsibilities on us as parents, professionals, and leaders have grown dramatically. And there’s no end in sight. As leaders, how we address our challenges speaks volumes about us as people and as leaders.
With most of the country now entering the second week of voluntary or mandatory quarantine and no or remote-work status, our personal and work worlds have changed. As a leader, be prepared to lead your teams to and through their emotional, psychological and physical reactions to the changes they’re experiencing. How you lead your teams in the second stage of change will exemplify how you can or can not lead in crises.
How valuable is your time? I’m not asking what your hourly pay or rate is, but rather, how important is your time to you in ensuring your organization’s success? An indication of how much you value your time is how you use it. As leaders, our intentional use of our time is indicative of what is most important to us as leaders. An organization’s strategic priorities are highlighted by which strategies and programs receive proper funding and management, and which do not. A leader’s priorities are highlighted by which issues, opportunities, projects, and people receive attention and which do not.
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.
A new client reached out to my company requesting we provide their management team with training on how to conduct performance evaluations. The new CEO had been directed by the board to restart performance evaluations. The board believed by doing so the employees would know what was expected of them so they could then help increase sales and profits. The company hadn’t used performance evaluations in over ten years. The former CEO had willy-nilly promoted some, while not promoting others. Few in leadership had real management or leadership skills. Poor performers were allowed to stay. Poor behavior wasn’t addressed. Things had been on autopilot for over ten years and their revenues were showing it.