Helping people define a future place/role they aspire to is challenging because the outcome takes time. Tyranny of the urgent makes these conversations hare, even though the questions to answer are simple. It takes great leadership and great followership to make these conversations and the outcomes happen.
Is it wrong to talk about great followership? We talk about great leadership. Here are five levels of followership that make people think and will drive the question to leaders “So what do you think.”
The Ford Rouge facility is a great example of how history should be used when talking about the present and future, but it should not control it. Great tour – but there are greater leadership lessons to be learned there beyond how to make a car.
So is the person failing because they are a rotten apple or are they in a rotten barrel? A question worth asking and some perspective on how it can be a powerful question for both leaders and followers.
So what has made Little Ceasars successful? Here from the words of Chris Ilitch.
In part one I labelled an unsupported leadership transition as MEAN. This is the second post where I outline some simple things a leader can do to lower the chance of failure for a new leader to their team. This is a guest post on Mary Jo Asmus’ site, an excellent coach and a friend.
What is the cost of a figure it out development plan for new leaders? There is research that suggests a 40% failure rate in leadership transitions and the costs are high and understood. But there is also a real cost to the individual. I would also argue that with all this knowledge, it MEAN. Here is the first part of my argument.
Resiliency is a relevant topic for this business environment. It is even more relevant for our soldiers. Here is a quick summary of what the HBR article it was from says and how we might use the information today. Notice the awareness of self piece. It is always there . . . .
Use these three adjectives to drive and measure your efforts to develop as a leader.
Rewarding people means knowing what matters the most to people. Here is a story about what that looks like and two things you can do to
Learning to delegate is a key skill for a leader. Here is a simple way for you to assess your teams ability to solve their own problems and your ability to give them space to do that.
Friday is really a rare opportunity to connect with your people. Here is why and how you can use what they say to learn a little bit more