Counsel for a Quiet Manager
I hear that many people would rather quit their jobs than work for a quiet manager. Surprising? Not really, when you consider the uncertainty that
I hear that many people would rather quit their jobs than work for a quiet manager. Surprising? Not really, when you consider the uncertainty that
Do you struggle with perseverance? If you’re anything like the clients I work with, take heart: perseverance can be learned and mastered. Of course, no
I’m always inspired by leaders who persevere. They really stand out from the rest: they have a significant impact, usually without commanding the limelight or
The compulsive manager mindset poses unique challenges, but understanding their perspective and motives can help with healthier behavior. I’ve been doing some reading and writing
Dysfunctional teams cannot be blamed for all business failures, but I believe they are a major cause of unsuccessful projects and missed goals. I’ve been
Accountability is a term that gets overused in the workplace and thus loses some of its power. Here’s a good definition from Patrick Lencioni’s The
From what I see in the organizations where I consult, there’s an urgent need to understand leadership personality. All personality types have positive and negative
When leadership strengths are overemphasized, they’re often overused. This is the downside of strengths-based leadership development. It doesn’t take into account how the very strengths
An organization’s health is only as sound as its leader’s decisions. Some companies prosper from wise leadership directions, while others struggle after flawed choices—choices that
How a leader responds to adversity reveals how effective that leader truly is. Reactions to setbacks or crises not only test leadership character but define
Business is an active, demanding endeavor. Only those who consistently apply themselves succeed. Organizations that thrive require leaders who actively dream, plan, engage, solve, pursue,
Surveys and studies indicate global job dissatisfaction is at a two-decade high. Disengaged employees account for nearly 70 percent of the workforce, which significantly affects