We Expose the Silent Killer of Performance & Growth
that Haunts Virtually Every Business
…and reveal exactly how to eliminate it!
Leadership & Performance Articles
Business owners, and those with positional power or authority, are busy people. They rarely have the time they need to think through strategies in detail, and evaluate the results that these strategies drive. This is certainly true regarding their strategy (or lack of strategy) to effectively develop the leaders they need throughout their organization – to run and grow their business.
Number three applies to business owners and those with positional power or authority. With mistake #3, these people mistakenly believe they get to ‘make the rules’ regarding leadership.
We’re now to number 2 of what we’ve found as the 4 major mistakes that business owners, or senior leadership teams of larger companies, make on a regular basis that limits the performance of the organization.
In this short series of posts, I’ll cover the 4 major mistakes that business owners, or senior leadership teams of larger companies, make on a regular basis that limits the performance of the organization.
The first major mistake: Confusing ‘running the business’ with ‘leading your people’.
One of the biggest differences between successful and unsuccessful people is how they think. Specifically, how they think about, and value, personal growth. But even successful people often times struggle with creating effective, high-value personal growth plans. What I’ve discovered in all my years working in personal growth, both personally and with my clients, is that using the correct strategy is key to getting the most from your investment of time and money.
As the story goes, a professor and a farmer were traveling together by train. After several days, they tired of talking and reading, so the professor suggested they play a game of riddles. ...
All of us, at least at some point in our lives, have a desire to be someone…to make a positive difference in the world…to make our life count…and add-value to others. It's a question of intention. But, intention alone is not enough. The question is, ‘How am I going to do it?’
For fun, let’s start (warm-up, if you will) with dispelling a couple myths about strengths-based talent management that have been around for quite a while.
Myth #1: A strength used to excess can become a weakness.
Truth #1: Strengths are strengths. They become bad (ineffective) only when used with negative intent, to gain power or control, or cover-up for a true weakness.
Sooner or later we all have them. We don’t ever wish for them, but they show up nonetheless. Difficult people, non-performers, ‘challenging’ team members, whatever you want to call them. Whenever conflict or low performance arises, we are tempted to avoid it, procrastinate dealing with it, or ask someone else to resolve it for us. But the truth is that anytime we let conflict go – for whatever reason – it only gets worse. So we know we must deal with these people and their impact on the team. But how? (Yes, I get this question a lot. Any time we have difficulty with people we lead, we need to start a process, and fortunately that process is the same for nearly every situation. Before we get started, though, there are two questions we need to ask ourselves:
Throughout my career I have certainly learned – sometimes more slowly than others – the importance and value of influence. Leading isn’t possible without influence, and only through leading effectively can we really expect to make a lasting impact on the world. Fortunately,...