Taking Care of Your Business

Keystone Habits

James Clear reminds us that habits--whether good ones or bad ones--are a collection of tiny decisions: "every action you take is a vote for the type of person you wish to become." And what leader doesn't want to reach their full potential to become the best version of themselves? Sometimes we try to do too much. We want to develop new routines--new habits--so we can optimize our organization, develop our people, reduce our stress, lose weight, become more productive and achieving lasting success in our lives. All at once. But not all habits are created equal. Some of them--keystone habits--hold together other healthy habits. Imagine how much fulfilling your life would be if you could discover, and practice, one keystone habit that made everything else easier?

Imposter Syndrome

The best selling author, Marianne Williamson, once said "As we are liberated from our fear, our presence automatically liberates others." A common fear among leaders is the fear that they are not equipped to lead, and someone is going to find out! It's called Imposter Syndrome, and research shows that as many as 1/3 of high achieving leaders have struggled with the self-doubt and anxiety it creates. The leadership journey is about narrowing the gap between the very best version of ourselves and how we're showing up now. This podcast provides five tips for conquering Imposter Syndrome.

Resilience

In her best-selling book entitled "Grit: The Power and Passion of Perseverance," Angela Duckworth has said, "Enthusiasm is common. Endurance is rare." Amidst social and economic turbulence and uncertainty, these are challenging times. And during such times, endurance and resilience are required. In this podcast we offer some terrific insights from the business guru, Jim Collins on the topic: How do great leaders navigate tough times? And some of it may surprise you!

How to Address Quiet Quitting, Part 2

Stephen Covey has said that "trust is the highest form of human motivation." And he's right, because it brings out the best in people. This is the second of a two part series on "Quiet Quitting." In part 1 we discussed how to spot it, and today we focus on how to address it.
Every day employees make a choice: "Am I only going to do the minimum necessary to keep my job? Or am I willing to go the extra mile." Research shows that the most important thing that motivates employees to go the extra mile is when their manager does a great job balancing getting results with a genuine concern for employees.
And the most important ingredient for employees to feel valued is when they trust their leader, which requires relationship, consistency and expertise.

How to Spot Quiet Quitting, Part 1

General Douglas MacArthur once said that "age wrinkles the body, but quitting wrinkles the soul." This is first in a two part series on "quiet quitting," which is getting some attention these days. Today we focus on how to spot it,. A recent Workforce Confidence Index by LinkedIn showed that when employees were asked about their primary motivation for staying in their current jobs, 74% chose answers that amounted to some form of "sheltering" in a job: staying safe and hunkering down. This can take the form of only doing what's required or not volunteering for additional projects. And it could be driven by any number of factors: burnout or financial insecurity; a feeling of stagnation or dissatisfaction with leadership; a toxic work culture. In Part 2 we focus on how to address quiet quitting.

The Truth About Accountability: Building Better Bosses Part 3

The consultant Jeffrey Benjamin has said that "accountability is the measure of a leader's height." This is the third in a three part series on building better bosses, and we focus on the truth about accountability. Managing people has changed in the last three years, and one result is the new set of demands that have been placed on leaders. Bosses wear three hats: they are a leader, a coach and a manager. And accountability looks a little different in each of these domains. As a leader the boss engages the team and connects them to a compelling vision. As a coach, it means empowering individuals and teams to excel. And as a manager, the boss sets expectations and measures results.

What Employees Need: Part 2 of Building Better Bosses

"People don't care how much you know, until they know how much you care." These words from John Maxwell have broad applicability, including in how managers and supervisors relate to their employees.
This is the second in a three part series on Building Better Bosses, and today we focus on four basic human needs, and how managers and supervisors can address them. Our employees need four things: certainty, variety, significance and connection.
The best managers focus on how to weave them into their own leadership, in a consistent and authentic manner.

Managing Then and Now: Part 1 of Build Better Bosses

In a recent CEO survey, 75% of respondents said they are investing in programs to develop their leaders. They are building better bosses. Why? Because bosses--supervisors and managers--have the most direct impact on employee engagement, which in turn impacts business performance. This is the first in a three part series on building better bosses, adapted from a Vistage white paper on the topic. In this episode, we focus on how managing people has changed. The workplace has changed dramatically, and so have the demands that are placed on bosses. No roles have gone through more change in the last two years than that of bosses. Understanding "managing then vs. managing now" is key for giving bosses the support they need to be successful.

Talking About Tough Issues

During this time of uncertainty, communication is more important than ever. And as George Bernard Shaw once said, "the single biggest problem in communication is the illusion that it has taken place."  This is especially true when it comes to talking about tough issues.  In this podcast we explore what it takes to have such conversations.   Craig Weber has written a book called "Conversational capacity," which he defines as the ability to have a constructive dialogue about a really tough subject, in a way that is focused on mutual learning.  The sweet spot for this capacity lies between two poles: on one side is candor and courage, and on the other, curiosity and humility.  High performing teams need both.  

Anchoring Change in the Culture, Part 3

Leadership expert Robin Sharma says, "Change is hard at first, messy in the middle, and gorgeous at the end."  For the best executives leading change effectively is a core competency, because the most important work for CEOs and business owners is adaptive work, which is all about change.  Changing self-limiting beliefs to unlock potential within the organization.  Changing the status quo to unleash innovation.  Changing petty disputes that get in the way of collaboration.  This is the third in a three part series based on John Kotter's model for leading change, which explores how to anchor change in your organization's culture.