Recovering Leader

Over-thinking Challenging Situations

The outcome you achieve after facing a challenging situation—for better or worse—is limited by your assumptions or “story” going into it. In fact, walking into almost any potentially difficult conversation, our understanding is at best incomplete, no matter how much forethought we’ve given it. It’s human nature to prepare for what may be difficult, particularly if we are under normal... Read more →

Three Steps to Managing Perfectionism’s Side Effects

Many leaders chalk up their success in part due to perfectionism, to which I say it's "despite it" rather than "because" of it. Perfectionism comes at a steep price -- here are three ways to manage its side-effects. Read more →

Six Questions to Help You Avoid Protestors at Your Doorstep

I’m puzzled by the puzzlement over the growing protests across America. While the media is stumped at how to cover the early days of a post-conventional, web-era movement, exemplified by the Wall Street "live in," we all know what they’re talking about. As one protester’s sign says, “Dear 1%, We Fell Asleep For A While. Just Woke Up. Sincerely, the... Read more →

Leadership: Loving and Leaving the Chronically Marginal

Most leaders eventually have a chronically low or marginal contributor among their team. While avoidance and rationalization in such situations are quite common, they simply amplify the problem. In my experience as a leader and executive coach, clarity, compassion, and consequences are the keys to skillful handling of persistently problematic performance: CLARITY that you expect their best on an ongoing... Read more →

10 Areas to Upgrade Your Effectiveness

“How can my organization be even more effective?" It's a great question from my clients, and one answered first and foremost as an “inside job”—that is, I suggest and help the executive to look at their own leadership choices in 10 practical areas and identify opportunities for improvement. Thinking about your own leadership and organization, how about giving it a... Read more →

Leadership and Letting Yourself off the Hook

“I know I need to …” indicates a well-meaning person who’s not yet ready to resolve an issue or problem. For example: "I know I tend to be the bottleneck in the process, and need to be more timely about my work." "I know I need to do more relationship-building in the organization." "I know I need to delegate more,... Read more →

LeaderTip: Maximizing Your Human Capital

Leaders need to be adept at launching their people into effective, independent action. That requires selecting / retaining people who are capable, self-motivated, and engaged in the aims of the organization and its leadership. It also requires the one(s) in charge to enable them to do their best work by providing the leeway, resources, support, and coaching they need. Both... Read more →

Leadership Delegation:Trust, Verify, Consequences

Just a few thoughts today on elements of delegation. 1. TRUST Give someone a task, project, or “to do” that fits them (role, responsibilities, capabilities) and you think they can and will do it well. Give them clarity: WHAT you want and WHAT success looks like, WHEN you want it done by, WHY you want it – how does it... Read more →

Monday’s LeaderTip: Leeway and Consequences

Leaders have a responsibility to hold themselves and others accountable. In doing that, some tend to cut too much slack hoping more chances / more time will help the person find their way. Others are too quick to pull the trigger, too critical, and barely give people a chance before applying consequences. Operating close to either of these extremes offers... Read more →