The Rapidly Diminishing Leadership Skill

The Rapidly Diminishing Leadership Skill

I’m seeing it more and more frequently. In discussions with clients and colleagues, they see it too. This fundamental leadership skill is diminishing in leaders across industries, across generations, and ethnicities. It’s fading less rapidly at the executive level. Several of my clients admit it’s diminishing within their executive teams as well. However, I see it more obviously with mid-level managers.

Managers are losing the ability to stay focused on the task at hand and deliver what is expected.

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Analyzing Your Leadership Adjectives

Analyzing Your Leadership Adjectives

What can basic random words, adjectives, tell you about your leadership? I believe quite a bit. Let me explain. Last week a colleague and I were discussing various ways to help leaders visualize and internalize specific changes needed to help them, their teams, and their organizations to be even more effective. A simple way to do this is to simply analyze your leadership adjectives. The words used to describe your leadership often describe your leadership challenges. (more…)

Why Do You Attack Instead of Talk?

Why Do You Attack Instead of Talk?

 

  • Why is it so hard for so many managers to simply talk with their employees about less-than-expected performance?
  • Why do so many managers become mean when they simply need to make employees aware their behaviors are taking them down the path towards disciplinary actions or possibly — termination?
  • Why do so many managers default to “attack mode” instead of “talk mode” to tell employees they are performing in unacceptable ways?

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Do Employee Cliques Have You Stuck?

Do Employee Cliques Have You Stuck?

One of the quickest ways to alienate new employees, restrict their skill development, and keep an organization stuck in a proverbial rut, is to tolerate employee cliques and allow them to control production.

What are they? Employee cliques are destructive employee groupings (gangs) that don’t welcome new employees (outsiders). They view new employees and their ideas as threats to the status quo. To them, new employees are a waste of their time—particularly if they have to train the new person who (in their minds) will (in all probability) quit in a few months anyway. So why bother? La-dee-da.

Take a step back and ask yourself, “If I were a new employee, would I want to continue to work for an organization where the current employees don’t want me around and won’t train me?” Doubt it. I know I wouldn’t. I would leave and find someplace else to work—a place where I felt wanted and appreciated. And if I leave, the veteran employees will (in their minds) be vindicated, “See, we told you she’d leave.”

Here is what you as the leader can do:

  1. Recognize if and where destructive cliques exist in your organization
  2. Gather your veteran employees together and discuss why they feel the way they do towards new hires
  3. Develop a program, with a select group of veteran employees and your management team, to develop a new hire orientation program to quickly train and orient new employees into your organization, without unduly burdening current staff
  4. Continue to work with veteran and rookie staff members to identify ways to better integrate the ‘old’ knowledge and skills with the ‘new’ 

Trust me: If you don’t take action to correct the power of the cliques, they (not you) will control your employee population, its skill level, your employee turnover rates, and ultimately, your organization’s ability to move forward.

 

Copyright MMII – Liz Weber, CMC, CSP – Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890

Liz supports clients with strategic and succession planning, as well as leadership training and executive coaching.