Do you work with or lead anyone who people avoid, or maybe seems to be a bull in a china hsop? They may be described as having lower Organizational Intelligence or "OQ"? Here's what you should know to help them be more successful!
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Face it; your career is not in the hands of anyone else but you. Even though some jobs come with potential for promotions, this is the design your own career era. Why? Loyalty between employers and employees is way looser than in days of yore, due to workforce management (e.g., using headcount for cost control), frequent organizational change, shorter employee...
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Asking better questions makes better leaders. There are questions we could ask the people who work for us that we simply don’t think to ask: the ones that can help us clean out our own blind spots, and know what we need to lead, even if it's hard to hear. For example, when was the last time you asked someone...
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Bullying is trending—in schools, on social media, and across the political landscape, and more recently, it's common to hear accusations that certain managers create hostile workplaces by acting like bullies, too. When can these mean managers change?
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The American hive mind has rarely, if ever, seemed so cranky and conflicted. It's no surprise we are tracking that emotional crud into the office with us every day. Perhaps the lies, mudslinging, and bully-behavior in Washington have never been so in our faces, as they are amplified and served up to us 24/7 in the social and professional media....
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The more aware you are of how your way of interacting impacts others, the more you can lead them in a positive, inspiring, sustainable way. It’s that simple. The reverse is also true.
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The way you (and your organization) handle feedback can have a profoundly critical impact on its success. So it’s worth spending the time to get it right. Here are 10 ways to do that!
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Far too many "leaders" are overly invested in their own ideas, opinions, and directives; they are me-managers and me-leaders: "me think this, so you do that." It's often just a bad habit, or self-styled way to manage. Specifically, they're partially to totally blind about how things look from others' points of view, and how they come across to them. It's fixable, and worthwhile to fix.
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I posted this several years ago and use it often for clients who get into career transition. I just added a sixth circle -- the one on "Fit with character / personality" as the more I use this with my clients, the more I find it valuable to call out the need for a good fit with personality/character and values.
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Failing to read the room and adjust our communication to others is a rampant problem in many if not most workplaces--whether we're too distracted or hurried, or too "busy." Even if you're the smartest most capable person in the world, if you can't read the room, you're going to fall down, time after time, because you lose the people around you.
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If you run anything from a two-person team to a large organization, "doing more with less" isn't just an annoying cliché; it's reality. Until AI's and robots are running the world, we humans are called upon to be ever more scalable.
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If you are an executive or emerging leader, you are indeed larger than life because your physicality is watched and read in a highly magnified manner by others. Here’s background and a “larger than life” exercise to help build consciousness and selectivity about your physicality.
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Most people settle for jobs that fall far short of “happy at work” for too many years. In fact, to some, the notion that we can enjoy our work most days, and have both rewarding and fulfilling (and even fun) careers seems absurd. Yet when you enjoy your work you’re going to do a great job—the best work of your career. Here are 8 tips for helping make that happen.
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Whether you’re running a Fortune 500 corporation, a pre-IPO start up, or a government agency, the simple formula of choose, transmit, and filter can make the difference between success and failure. In fact, many leaders who under-deliver on their goals or fail in their roles, do one or two of these things well, but not all three.
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