There’s a moment of suspended animation for any leader. It’s the time between when you’re called to leadership and when you actually assume the mantle of responsibility. It’s a crucial time, because people are deciding who you are and what you stand for before you even show up for.
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Have you ever seen Tinkerbell fly through the air at Disney? It’s magical, as she flies through the sky from the top of Cinderella’s castle, it appears effortless. But of course it’s not. Tinkerbell’s magical flight is the result of some genius cross-departmental tension. At Disney, two of their.
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You don’t get what you deserve; you get what you negotiate. It was the title of a popular negotiating course in the 80’s and 90’s. In one sense, it’s true. If you don’t ask for what you want, you’re unlikely to get it. The flip side is negotiating for.
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He’s horrible; send him to training. How many times have you watched this scenario play out? An employee is performing poorly. Management gets frustrated. They decide to send the person to training. Clearly his behavior must be improved. Sending someone to training is certainly more humane than firing the.
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Do you ever have to sell yourself or your ideas to someone in power? It can be intimidating. I recently had a conversation with Dr. Chip Bell, the world-renowned authority on customer loyalty and innovative service. Bell is North America’s #1 keynote speaker on customer service and he works.
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Have you ever been really disappointed about something and then had someone tell you to cheer up? How does it make you feel? Generally speaking, telling someone to cheer up when they’re disappointed doesn’t work. Instead of helping you cope with your emotions, telling you to cheer up is.
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I recently officiated my friend’s wedding, Diane was a first time bride at 58, and I married her. Officiating a wedding is quite a departure from my normal day job. The backstory is so romantic the New York Times covered it. A little over a year ago my friend, Diane,.
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Imagine you have a low engagement employee. We all know who they are. They’re the people who show up for work with their body, but they leave their hearts and minds at home. I refer to them as the quit and stays. They quit caring, but they stay in.
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Organizations operate on two levels. There are the presenting facts and metrics, these are readily observed and measured. Then there are the nuances, the attitude of the players, their focus, or lack thereof, the details and daily conversations. These seemingly behind the scenes subtleties are what makes or breaks.
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Do you ever have to address emotionally charged topics at work, or in your personal life? We all do. A quick glance of the headlines reveals, we’re not all skilled at having difficult conversations. Whether it’s racial discrimination or sexual harassment, these aren’t easy topics to discuss, especially at.
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