As is customary for us at this time of the year on the Turning Managers Into Leaders blog, we are taking a short break over the holiday season. I’ll be back full-steam ahead on Friday January 9. In the meantime, all of us here hope that you and your loved ones have a festive, joyous, fun and excitement-filled holiday season. I look forward to our conversations in 2015 as we launch yet another great year of sharing and exchanging leadership tips and ideas.
Sentiment has no place in business
And he posed the question – true or false? Well (not surprisingly 🙂 ), I have an opinion. I say “false”, absolutely false. And that’s because “sentiment”, to me, means emotional intelligence (link to a self-assessment).
True, historically, emotions have rarely been welcome in the workplace. In fact, in some organizations we were told: emotions are messy, they get in the way, and they should be left at home. In fact, to be honest, you might hear that in some organizations even today. All this because, traditionally, business believed that good decisions were based on rational thinking and logic. But the reality is that emotions are a fundamental part of who we are. Continue reading
I’ve blogged previously about how we sometimes use phrases that cause us to be viewed by others as tentative, unsure, and hesitant, and thus inadvertently minimize our power, credibility and impact. See Phrases that diminish your power of persuasion. I heard another one recently – “This won’t take more than just a minute.”
It was said by someone who intended to be helpful, but I observed how this seemingly innocuous phrase not only set the stage for failure, but also diminished the value of what this person was offering. Continue reading
Late last month, while I was at a client event in Edmonton AB, winter arrived in all its fury! Now I shouldn’t be surprised, I do live in Canada after all 🙂 . But an unexpected snowy mishap gave me a chilly lesson in achieving goals – a freezing reminder of why it’s important to be pointed in the right direction if you want to get to your intended destination! Let me explain.
Overnight, in a matter of less than twelve hours, over a foot of snow had fallen in the city. In the morning, I drove from my hotel to the event location and pulled into the parking lot … which was covered in deep and heavy snow. As I pulled into a spot, my car got stuck. I tried in vain to alternately go both backward and forward, but the wheels spun uselessly and I could not get out. After about 10 minutes of trying all the driving “tricks” most Canadians are familiar with, I finally braved the sub-zero temperature to get out of my car and take a closer look at the problem. Continue reading
This is the question posed by Colleen Albiston, chief marketing officer at Deloitte Canada, and my fellow columnist at The Globe and Mail in her column last week: Don’t forget to ask: What can I do for you?
It’s a question every leader should be asking of their staff, their customers, their peers and even their superiors. Colleen describes, and very rightly so, that this question is an enabler. It opens the door for others to ask you for help – whether it’s advice, resources, or access to connections – AND it sets you up so that you can reach out to others when you need energy, enthusiasm or people power to take you further. Perhaps even more importantly, when you ask this question with a genuine interest in helping others achieve their goals, you create a workplace environment that is team-oriented and supportive. As a leader, you are a role model, and this question sets the tone for those who work with and for you.
Now not everyone agrees with me. Some people have expressed concern that this is a dangerous question to ask. Continue reading
This colleague called because she wanted to offer me “feedback” about an email I’d sent her in which I was soliciting support for a charitable cause launched by our professional association (of which we are both members). In case you’re wondering 🙂 her “feedback” wasn’t positive – she felt my writing was aggressive and was upset that I had contacted her on this subject. Ironically, I had sent an almost identical email to several other colleagues (also members of the association), and had already received responses from at least three of them complimenting me on a well-written missive and thanking me for reaching out to them. So needless to say, I was nonplussed by her reaction. Now I’m not averse to receiving feedback, negative or positive, particularly given that it’s something I encourage my clients to be willing and open to do. Continue reading