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Home Archive for category "Leadership"

“Prioritizing causes us to do things that are, at the least, uncomfortable and sometimes downright painful.”

Setting priorities.  That’s something many entrepreneurs struggle with.  In fact, entrepreneurs are sometimes likened to crows who get distracted by every new shiny thing that comes along.  Unfortunately, this creates confusion as employees try to keep up with ever-shifting priorities.  In other cases, instead of setting priorities vertically with the most important at the top

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“Management is doing things right; leadership is doing the right things.” ~ Peter Drucker

We have used this space to talk about leadership many times in the past, and no doubt, will continue to talk about it in the future.  It is, after all, a critically important topic.  If you go to the business section of a bookstore or a library, you’ll find the shelves are packed with books

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“I found success becomes a catalyst for failure because it leads to what Jim Collins called the ‘undisciplined pursuit of more.’ “

Greg McKeown is a leadership and business consultant, public speaker, and author.  His most recent book is, “Essentialism: The Disciplined Pursuit of Less.”  In that book, he puts forward his very unusual belief that success in business can be its own worst enemy.  In his view, success doesn’t necessarily beget more success.  In fact, an initial success

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Be the gatekeeper of your company’s culture.

During the Great Recession, hiring was not much of a problem because most companies weren’t doing any of it.  Some imposed a hiring freeze, others laid people off.  Now we have the opposite problem: companies want to hire but can’t find the people they want.  Best-selling business author Jim Collins uses the analogy of a

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“Without execution, ‘vision’ is just another word for hallucination.”

“Which is easier, strategy (planning) or execution?”  Ask any chief executive that question, and he or she will always answer, “Execution!”  Putting together a good strategic plan has its own challenges, but the real trick is making that plan happen.  And the reason for that is simple:  executing a strategic plan is important but not

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“Consider how hard it is to change yourself and you’ll understand what little chance you have when trying to change others.”

While researching their best-selling book, “First, Break All the Rules,” co-authors Marcus Buckingham and Curt Coffman interviewed over 80,000 managers in more than 400 companies. They wanted to learn what separates managers who are truly great from those who are just adequate.  Surprisingly, among the great managers, Buckingham and Coffman found more differences than similarities. 

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“Don’t do interviews. Interviews are boring. Make it a conversation.”

Brendan Reid, a business writer, author, and coach, points out that strong interviewing skills are critical to the success of any hiring manager. Obviously, bringing people on board who have the right skills, knowledge, experience, and temperament will have enormous benefit to the hiring manager and to the company. Yet few companies, except the very

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“The best of all leaders is the one who helps people so that eventually they don’t need him.”

Ken Blanchard has been a prolific writer on topics of management and leadership.  He has written over 60 books, though usually co-authored with someone else.  If you’re old enough, you may remember his classic work, “The One Minute Manager.”   I recently stumbled across one of his books, “The Secret: What Great Leaders Know – and

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“Life is what happens to you while you’re texting on your smartphone.”

In a recent blog, we posed the question, “Do we live to work or work to live?” and used that as a springboard to talk about Millennials. There doesn’t seem to be any agreement on specific beginning and ending dates for this generation, but it’s generally thought to be people born in the early to

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“The best ideas for improving a job come from those who do it every day.”

A lot has been written lately about “employee engagement” . . . some of it right here. The Gallup organization, which has studied it for many years, says employee engagement can be measured by the strength of the emotional connection an employee feels toward his or her company.  If the employee sings the company song,

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