Complacency – The Creation of the Micromanaging Leader

Aug 20, 2010 | Leadership Development

Complacency and micromanagement seem to be two diametrically opposed ideas. Yet complacency leads to micromanagement. And micromanagement causes team complacency. They feed off of one another and yet they are mortal enemies. So why do so many well-meaning leaders create these battles between themselves and their teams? From my experience, it's because that's how they were taught to lead. They were taught to believe that in order to lead others, you need to know your team members' jobs and to...

Focus on Leading Versus Doing

Dec 22, 2009 | Leadership Development

One of the many challenges leaders face is deciding what to focus on to ensure their organizations continue to be successful. As simple as that may sound, it's much easier to say than to do. When numerous issues, project changes, and new initiatives are placed before you - a leader - each day, it's a constant judgment call as to which ones are worthy of your time, consideration, and input - and which are better left to your team members. However, effective leaders and managers make the call...

Are You the Kind of Organization You Need to Be?

Nov 25, 2009 | Sales, Marketing & Customer Service

One of my favorite thoughts for inspiration is by Jim Cathcart: "How would the person I'd like to be do the thing I'm about to do?" Whenever I ask myself that question, I usually ratchet up what I'm going to do a notch or two - and the result is usually much better than if I'd done "just enough" to get by. I recently worked with a client I've supported on and off for years. They've always been a great client to work with because I invariably learn something from them. I am also routinely...

Develop Your Next Generation of Leaders: Share Lessons Learned

Jul 24, 2009 | Leadership Development

We've been working with several clients lately on developing their next generation of leaders. Without fail, every client grouping of senior managers talks of the weak or under-developed personnel management, delegation, strategic thinking, and personal accountability skills in their direct-report managers. The really interesting thing is: Almost all of these senior managers are individuals who themselves had these same weak skills just a few short years ago. Huh. I wonder how they gained...