Earlier this month, I promised that this year I would give you a series of frequent quick video blogs focusing specifically on ways to develop employees – explicit, pragmatic and actionable ideas to develop and grow your people not only into accomplished professionals, but also the future leaders in your organization. Today, I am excited to kick off this brand-new series with one specific suggestion that I hope you’ll find quick and easy to implement. And expect more of the same in the weeks and months to come.
Invest in training
So here is the first instalment in ways to develop employees: invest in training. Not much of a surprise, is it? The key word here is “invest”. An investment creates an expectation of a positive return on that investment, and thoughtful, good-quality training rarely disappoints. When you invest time and money into training and professional development for your people, it tells them that you value them, and it is this very aspect of the training investment that causes people to pay attention, absorb and put their learnings into action, all for the benefit of your organization.
Two common objections
Now I’ve heard many of the common objections to this strategy. Continue reading
Next Wednesday January 23 marks a very special day for me – exactly five years ago on this date, my very first column for The Globe & Mail published that morning. In How to be the boss when your co-workers are your friends, I laid out seven steps to ease this difficult transition. I’ll be honest, this was (and still is) a very exciting day for me! To be invited to contribute as a thought-leader for one of Canada’s most respected and widely-circulated national newspapers is a huge honour. Not to mention a validation of the leadership development work I have been doing for so many years.
Back then, I was a contributing columnist to The Globe’s Leadership Lab series, published primarily online, but also occasionally in their print edition. Today, five years later, I write a regular column in their Report on Business print edition, every four weeks on Mondays, under the loose banner of “Leadership Matters”.
Thank you The Globe & Mail, I am gratified to be amongst the ranks of your respected writers.
My most popular column ever was Four things millennials hate about you, garnering more than 50,000 views, over 4,000 “direct” shares, and comments and re-tweets numbering in the thousands in just three days. It was my first taste of “going viral” and while pretty exciting, was also a little scary! Continue reading
Brand-new video series for 2019
Last year I did an entire video series of short focused tips on how to motivate employees, each one outlining a specific way that leaders could inspire, engage and energize their employees. This series got such great feedback from so many of you that I knew that I needed to do something in a similar format once again. So it got me thinking about what this year’s subject area should be.
If you have ever attended one of my live leadership training events, you know that I usually spell out the two basic philosophies of leadership. Principles so fundamental that if you don’t live, breathe and truly believe these values, then you simply should not be in a leadership role. If these leadership philosophies are not your core beliefs, then with great respect, you cannot be a great leader. You will hate being in a leadership position, and quite frankly, your employees will dislike it too. The first of these two fundamental philosophies of leadership is your belief that “You are a coach and developer of people”. As a leader, you HAVE to be a coach and developer of people. Else, you cannot be a good leader, let alone an exceptional one.
2019 – one full year of focused tips on how to develop and grow your people
So … with that in mind, this year’s topic for our video series is going to be … drum roll please …. “How to develop and grow your people”. Continue reading
Last April, here on the blog I asked the question: What’s stopping you from moving forward? And to answer it, I used the metaphor of paddling a kayak. Today, I have another metaphor to address the same question.
Imagine a bungee cord
Imagine a bungee cord. One end is attached to a fixed object and the other is hooked to the back of your belt. As long as you stay close to the stationary end, the cord remains loose and there is no tension. But as you walk away, the slack in the cord will begin to tighten and you’ll feel a pull on your back. Continue to step away and you’ll find that eventually it will be a struggle to keep going. In fact, not only will the bungee cord hold you back from moving forward, but you will also be at serious risk of either losing your pants or getting smacked by a broken bungee.
All of us have bungee cords attached to us, links to the past that hold us back from moving forward. And the more we try to get ahead, the more the stress and tension grows forcing us to stay where we are. And often the fear of losing our pants or getting smacked by the broken bungee keeps us from continuing to try. Continue reading
Are you trustworthy? Do you find that your coworkers are reluctant to rely on you? Are you left out of confidential meetings? Does your supervisor double-check your work or micro-manage you? Are you always the last person to find out what everyone else already seems to know?
Regular readers of the blog know that I often talk about the importance of building workplace trust. In fact, in a previous blog post titled How can you build trust in the workplace?, I offered four ideas. Workplace trust is essential to establish not only your reputation, but also to build a strong network of people who will help you throughout your career. So if you often find yourself in situations such as those above, it may be time to self-reflect; to consider whether your own actions are inadvertently causing others to view you as untrustworthy.
Five things you may be doing that send the wrong message
My latest column in The Globe and Mail published on December 31, and in it I spelled out five unintentional behaviours you may be exhibiting that cause others think that you are not to be trusted.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2VlSTDZ
I’d love to hear your thoughts on this topic. Do you work with people who are untrustworthy? Are there any other signs that you think are dead giveaways of people who should not be trusted? Please share your perspective and your experiences by adding your comments below.