Taking Care of Your Business

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.

Leading Change with Vision, Part 2

Michelangelo once said "the greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it." This underscores the importance of vision, of aiming high when we are engaged in the work of adaptive leadership. This is the second in a three part series based on John Kotter's model for leading the kind of organizational change that drives performance. Developing a vision for change, communicating that vision in plain language, and removing obstacles are all essential steps for leading the kind of change that can transform an organization.  

Leading Change with Urgency, Pt. 1

Transformative leaders understand the importance of leading change.  Whether it's changing the hearts ands minds of their employees to unleash untapped potential, or changing long-established ways of doing things that are no longer effective.  Change is hard, and leading change is even harder.  This is the first in a three part series on leading change, which lays out a strategic approach to assure that desired change is embraced within the organization, and can be sustained over time.  It helps leaders identify what may need to change within their organization to get to the next level, and then provides a roadmap to get there.

Embracing Adaptive Work

When I was a kid my Dad used to tell me, "you need the right tool for the right job."  it's not going to work if you try to use a hammer to tighten a bolt or screw. In a previous episode we explored how leaders face two different kinds of problems in their organizations: technical and adaptive. Where leaders experience frustration is when they take a set of tools that works great with one type of challenge, and try to apply it to the other. In this podcast we dive deeper in the adaptive world, and explore six tools that help leaders take on adaptive challenges. This work is hard, and sometimes it's counterintuitive. And yet embracing adaptive work is the toll leaders have to pay to get on the road to bring their companies to the next level.  

Technical vs. Adaptive Leadership Challenges

It's been said that the most important step in finding a solution is defining the problem.  In particular, defining what kind of problem it is.  In this podcast we tackle the topic of two different kinds of challenges that all leaders face: technical vs. adaptive.  Technical challenges and ones that can be addressed with information and expertise.  People generally understand what the problem is, and who is responsible for fixing it.  The obstacles are generally a combination of more time or money or people.  Adaptive challenges are different.  The problem may be difficult to define, and responsibility for fixing it may not rest with a single individual or group.  And most importantly, the key obstacles i adaptive challenges are not time or money or people or technology.  The obstacles are usually hearts and minds and deeply help beliefs.  Leaders optimize their effectiveness by learning how to differentiate between technical and adaptive problems, and then bringing the appropriate approach.

High Potentials: Part 3 of Addressing the ”Great Reset”

This is the third in a three part series on how to leverage three strategic opportunities to address the challenges of the so-called "great reset." This term refers to the fundamental shifts in the workforce that are forcing organizations to rethink their approaches to hiring, retention and employee development. This podcast focuses on three ways to develop employees who demonstrate high leadership potential: mentoring, stretch assignments and leadership development programs. Pairing high potential team members with mentors broadens perspectives and cultivates a deep understanding of the organization's history, culture and operating model. Stretch assignments--not to be confused with "sink or swim" assignments!--provide an opportunity to engage at a different level within the organization. And leadership development programs ensure the organization has the leadership capabilities necessary to drive performance, strengthen culture and achieve a strategic vision.