Blog
Turning Managers into Leaders and People Power Into Results
It takes more work to be a long-distance leader, so watch for signs of burnout
All year, I’ve been sharing short strategies on video about how you can be a…
Don’t fall into this common hybrid leadership trap!
In today’s blog post, I have another tip in our ongoing video series about hybrid…
What leadership messages are you (inadvertently) sending? Or when does duct tape become good enough?
This happened a couple of weeks ago, and it made me think about whether…
Decision-making by consensus – Dutch style
The polder model worked for Holland. Can it be a success in your workplace and your role as a leader?
Don’t forget to praise those who work behind the scenes
I admit it, I love watching television shows that have to do with cooking and food. Not because I’m very good at the former, but because I love the latter! Viewing these programs has given me an appreciation of the
Negative criticism – how to tell the useful from the useless
Criticism can be hard to take. Even if it is well-meaning, it can hurt. And if it is unkind, it is even worse. What should you do? React or ignore it? Respond or walk-away? Act on it or disregard it.
Trying to motivate employees? Watch out for the cobra effect.
Back in 2015, I wrote a post about how situations that were intended to motivate people to take specific action inadvertently incented them to act in the absolute opposite way. The question of course was what that meant to you,
Who are you ignoring? (or why it’s so important to acknowledge others)
A brief chance encounter in an Indian movie theatre illustrates a fundamental principle of leadership that separates exceptional leaders from everyone else. Don’t let its simplicity fool you; it’s more powerful than you may realize!
If you’re a long-distance leader, you have to learn to trust
Back in Strategy #6, I talked about the importance of shifting your focus from effort to outcomes if you want to be an exceptional long-distance leader. Today, in Strategy #16 in our series on leading hybrid and virtual teams, I