I was asked to sit in on a large group interview several years ago that a group of managers was conducting. There were a handful of openings and they wanted to efficiently select several candidates to move to the next level. I was supposed to provide input after the fact. In hindsight, I think I did more harm than good.
A new year is often a great opportunity for new beginnings. But the truth is, we can get a new start anytime. New jobs, new projects, new goals, new hobbies – the possibilities are endless. When was the last time you started something new? If you’re just getting started now, here’s a game plan to get you moving fast!
It’s been another great year for Everyday Leadership. Visitors stopped by from nearly every country. My Trusted Leadership Advisor ebook finally got posted (check it out, it’s free!). Thanks for making it another a great year!
Here are the top 10 posts from 2014. And incidentally, you can also see the top 10 posts from every other year as well. See you in 2015!
Who gets to be a leader? From time to time, I hear an someone admonish a group of individuals by saying “you are all leaders.” Other times, I see organizational messaging indicating “leadership” is reserved for a small group of individuals who occupy certain positions. Which is it? Are we all leaders, or only some of us?
And how do we get more leaders in our organizations?
In order to figure that out, we’ve got to start by defining what leadership is begin with.
I’ve written before about generosity. It’s one of the greatest antidotes to selfishness there is. Obviously there is no shortage of needs both locally and globally. I’m also convinced that it has never been easier for the everyday leader to get involved.
But the potency of individual generosity is far surpassed by the momentum organizational generosity can build. The difference is teamwork. One person can make a difference. A team can completely alter an outcome altogether.
Whether you lead an organization or not, I’d like to share several of many ways organizations can act generously, whether they earn a profit or not.
I’m happy to announce that last week I posted my first ebook Trusted Leadership Advisor: Accelerating the Leadership Journey of Others.
You don’t have to be special to be a leader and you don’t have to be an expert to help other leaders succeed. You can start right now, right where you are.
Trusted Leadership Advisor is a compilation of some of my previous posts on this topic. In the ebook, I show you how to think about your role as a trusted leadership advisor, what to say and how to get started. Take a look – and if you find it helpful, please share it.
I’d also appreciate your feedback. This is my first ebook and I want to know if the format, structure and ideas prove to be helpful for you. You can leave me a comment below or contact me directly.
There’s so much work to do – let’s work together!
One of the things that disappoints me the most is hearing someone tell me they don’t want to be a leader. It’s unfortunate because I believe that everyone not only has the ability to be leader but also the responsibility to make a leadership contribution in the role they are in. But in this context, they usually associate leadership with a management-type position. And what they usually mean is that the perks of leadership (pay, perception, privileges) are not worth the stress (bureaucracy, pressure, time, work, people issues).
And unfortunately, in some cases, I agree with them. I’ve seen plenty of leaders abused to the point where others take note and stay put. Usually it’s the result of some type of organizational dysfunction which may be easy to see buy difficult to change. Other times the job really is that difficult.
So as you move up in an organization, does leadership get easier or harder? I have good news and bad news. The answer is “yes.” Here’s why.
I’ll admit I’ve made a lot of mistakes over the years when it comes to identifying leadership ability in others. Some I’ve thought would be great weren’t – and others I didn’t give much consideration turned out to be amazing. It’d be a lot easier if there was a scientific method to show who could get the job done. Until then, we’ll have to do the best we can.
One of the first mistakes we often make is assuming that the person in charge is always the leader. Then, when it turns out they aren’t, we give up. But what if leadership doesn’t have anything to do with having a title? In that case, it would be possible to have an organization filled with leaders at every level.
Leadership comes with all sorts of headaches and complications. At some point, I’m sure every leader sits back and asks the question, “how did I acquire all this stress?” Sometimes the magnitude of responsibilities is so overwhelming that would-be leaders count the cost and pass up the opportunity altogether.
There’s no question that leadership isn’t easy. But when done right, it’s always worth it. When the stress becomes overwhelming, it can be helpful to take a step back and consider the reasons we took the leap in the first place. Here are some of the common ones.
The term “coaching” has been trending as a corporate buzzword for some time now. We’re all familiar with athletics coaches. But when someone advises us to find a coach to learn a new skill or solve problem, it’s usually in a professional context. What does it actually mean to coach someone?
The interesting thing about coaching is how dynamic of a leadership role it is. Supervisors can coach. Mentors can coach. Peers can coach. Executive coaches can coach (obviously). Just about anyone can coach at one time or another.
Whether you have the opportunity to be coached or to be a coach, let’s take a look at six things coaching leaders do that set them apart.
Today's guest post comes courtesy of Mark Miller, Vice President of Organizational Effectiveness at Chick-fil-A and bestselling author. Receive his updates by visiting his website Great Leaders Serve or following him on Twitter.
Success is a lousy teacher. The best leaders know this and are always on guard against complacency. I recently received a question from a leader who has just completed a season of success. She is concerned her team won’t stay motivated. How do you keep your team fully engaged in the wake of success?
This is a very thoughtful question. Most leaders are focused on “What’s next?” as we should be. However, the leader who posed this question has an intuitive sense that a let down could be around the corner. Without her leadership, she may be right.
What if I told you you don’t need to have a great solution for every single problem that comes your way in order to be a competent and mature leader? Well that’s exactly what I’m about to propose. Hopefully it’s as refreshing to you as it is to me. And the best part about it is that it can dramatically improve your leadership influence as well.