Great Questions Leaders Should Be Asking
Article Summary: Many leaders are too focused on providing answers and not enough on asking great questions. On the benefits of asking questions, plus great questions leaders should ask themselves and their people. +++ Many leaders assume that their job is to provide answers. And if they don’t, they’ll look stupid, weak, or ineffective—and harm their credibility. These assumptions, while common, can get leaders into trouble. Of course, there are times when leaders must provide answers. But in many cases, they overlook the value of asking great questions. Case in point: In a Harvard Business Review article, author and executive
Good Leaders Learn to Say No
Article Summary: Many leaders agree too quickly to the many requests they receive. Such frequent assent can undermine key priorities. Good leaders learn to say no. Here’s how. +++ Many of us are bombarded with requests, opportunities, and decisions to make. Our subordinates and colleagues make compelling cases for things they want or need, and we want to support them. But it’s too easy to get drawn into agreeing too often, undermining our ability to address more important priorities. It’s easier to say “yes” to our employees and associates than “no.” We don’t want to be negative, especially to those
How Good Leaders Drive Execution in Their Organization
Article Summary: Creating an execution-driven organization is essential for leaders. There are specific tasks leaders can do with strategy, people, and operations to align their organization to execute well. Good leaders embed excellent execution into the culture of their organization. +++ Execution entails carrying out a strategy, plan, directive, or course of action. Good leaders ensure the disciplined, ethical execution of key functions that drive the necessary results of their organization. Effective execution is essential. If we can’t execute, we won’t survive long as a leader. Much has been written about purpose, values, vision, culture, leadership styles, and more, but
How Good Leaders Handle Factions and Office Politics
Article Summary: Factions and office politics are common in organizations. Good leaders learn to bridge such factions and address the politics to help create unified and aligned organizations that excel. +++ Factions are small, dissenting groups within larger groups. Many factions take a contentious approach, fueled by their self-serving agenda and narrow and stubborn view of the way things should be. The idea of a faction is built into the founding of the United States, with heated debates about how to institute controls on government to avoid the kinds of tyranny and corruption the Colonists were fighting against. (1)
How Leaders Can Become Better Listeners
Article Summary: Good leaders make sure they don’t talk too much. They listen more and listen well. On the benefits of being a better listener and the best practices of listening, including how to build a culture of listening. +++ Many leaders talk too much. After all, they’re in charge, and people want to know what they think (or so they assume). Some leaders are impatient. They may be quick thinkers and want to get on with taking action. Kevin Sharer tells the story of when he joined Amgen, a global biotech company, as its president and COO after coming
The Art of Giving versus Taking Credit: A Primer
Article Summary: Deciding when to take credit versus give credit for accomplishments is a more complicated issue than many people realize. Generally, it’s best to give credit to others, but there are some scenarios where it’s more nuanced. +++ The issue of giving versus taking credit for accomplishments is a tricky one for many leaders and organizations. Many of us have worked with people who take credit for others’ work—or who deflect blame when something goes wrong. Many of us have had our ideas stolen by a colleague or even a boss. We may have worked with glory hounds, attention
Leaders, Do You Have Your People’s Backs?
Article Summary: Good leaders tell their people, “I’ve got your back”—and mean it. They make good on that promise. They protect their team, in the process building loyalty and trust. Do you have your people’s backs? +++ In the film “A Few Good Men,” Lieutenant Daniel Kaffee, played by Tom Cruise, defends two dedicated young U.S. Marines charged with the alleged killing of a fellow Marine. At issue was a “code red” (a disciplinary action brought against a Marine who’s fallen out of line) that went horribly awry. During the court-martial proceedings, Lt. Kaffee questions Base Commander Colonel Nathan Jessep,
The Power of Dialogue for Leaders and Groups
Article Summary: Dialogue is a rarely used but potentially transformative gathering and communication process that can help groups tap into their collective wisdom, realize new insights, and bridge divides. +++ Good leaders are effective communicators. One powerful but rarely used form of communication is dialogue. Dialogue is a special form of respectful conversation between people involving an open exchange of ideas, opinions, and experiences in which participants understand they don’t (and can’t) know everything, so they’re open to genuine sharing and learning. It elicits collective wisdom and understanding through openness, respect, and deep listening. Dialogue is an ancient practice with
Good Leaders Believe in People–And Show It
Do you believe that most people are basically good, want to do the right thing, and have inherent talents? Good leaders have that mindset. They believe in the inherent capabilities of people. “I bring you the gift of these four words: I believe in you.” -Blaise Pascal, French mathematician, physicist, inventor, philosopher, and writer Or do you believe most people are lazy or out for themselves? Unfortunately, some bosses have that mindset. Lacking Faith in People Some leaders have a negative mindset about people. That mindset may have been instilled by their parents, teachers, peers, or poor bosses. They
Leadership Lessons from the Great Works
Article Summary: A wealth of life and leadership wisdom is readily available in the great works of literature, film, theater, and oratory. We’re wise to plumb this fount of extraordinary knowledge. +++ We can learn much from the great works of history, including classic books, films, great poems, theater, and speeches. Thomas Jefferson created lists of great books for friends. Many universities have courses on the great works. Our ancestors learned from each other by telling stories around the campfire. We often learn best through stories. “We tell ourselves stories in order to live.” -Joan Didion, author Stories are full
Are You Too Focused on Yourself?
Article Summary: Are you more of a giver or taker? Too focused on yourself? On ego versus service and focusing on ourselves versus something bigger. +++ Are you a giver or a taker? We all give and take to varying degrees, but what’s the greater tendency in your life? Are you more of a giver or a taker? Most of us have core values and beliefs. Often, there’s something we believe in most of all, something at the top of our belief list. How we spend our time, energy, and money is a good indicator of our true beliefs
Why All the Bad Bosses–And What to Do About It?
Article Summary: Why are there so many bad bosses? Why are so many organizations bad at choosing managers? How to distinguish between bad bosses who can be redeemed and those who can’t? +++ “Surveys show that one in two people at some point in their careers have left their job to get away from their managers.” -Jim Kouzes and Barry Posner, The Leadership Challenge Why are there so many bad bosses? And what can we do about it? Organization Failures Some organizations are failing in their selection of managers. Why? Here are some of the major reasons: They tolerate
Good Leaders Demonstrate Self-Control
Article Summary: Self-control can be learned and developed. Good leaders demonstrate self-control, mastering their impulses and emotions. +++ Self-control is our ability to manage our impulses, emotions, feelings, and desires to influence our behavior, especially in difficult situations. It’s a form of self-discipline that helps us address our weaknesses, avoid undesirable behavior, and pursue what’s right despite temptations otherwise. Self-control entails avoiding or refusing things that are bad for us and those we care about—and building a capacity to work toward long-term goals despite short-term costs or challenges. It involves avoiding impulsive behaviors and modeling our core values as leaders,
Good Leaders Say “And” More than “But”
You’re in a meeting with your boss and colleagues discussing an important issue. You have a new insight to share on how to solve the issue, so you speak up. How would you feel if everybody ignores what you said and just moves on in the conversation? Or if the next person to speak says, “That’s interesting, but…” and then contradicts or dismisses your point. Think of this scenario: Everyone expresses their thoughts during the meeting while the boss remains silent. At the end of the meeting, the boss announces her decision or directives without acknowledging anything they’ve contributed. Ignoring
Leadership as Art and Science—But More Art
Article Summary: Is leadership an art or a science? That debate has gone on for decades. We believe it’s both—but more of an art, especially in challenging circumstances with risk and uncertainty. +++ People have long debated whether leadership is an art of science, or both, and whether it’s more of one than another. The answer, of course, depends on how we define art and science—as well as leadership. Easier said than done. All these concepts have multiple definitions, and the way we think about and practice all of them are changing over time—and have been for a long time.
