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Tag Archives: Globe & Mail

Seven lessons learned as a first-time entrepreneur

Many people dream of taking the leap from employee to entrepreneur.  Whether it’s the idea of following a passion to make a difference, the appeal of being in control of your own destiny, or the flexibility of working for yourself, the desire to “go out on your own” is one that I hear repeatedly.

When I started my leadership development consultancy in 2002, I took a giant leap of faith.  I left the security of a thriving career as a financial manager in a multinational company to venture into the enormous abyss of building a company from the ground up.  “I didn’t know what I did not know” is an apt synopsis for my early years.  Today, almost eighteen years later, I have the benefit of hindsight.  So in my regular column in today’s issue of The Globe and Mail, I share seven distinct lessons that I learned as an entrepreneur.  True, everyone’s entrepreneurial journey will be different.  But if you’re considering the leap from employee to entrepreneur, then I hope that my lessons learned will help you avoid a few speedbumps along the way.

Seven lessons learned as a first-time entrepreneur

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If you get the print version of The Globe, you’ll find this column on page B10. Continue reading

The art of dealing with criticism at work

Criticism stings.  Sure, it is sometimes couched as gentler “feedback”, or offered as “advice”, or even presented as a “pointer”.  Yet criticism it is.  And most of us don’t respond positively to criticism, especially at first.  Dealing with criticism is difficult and sometimes hard to swallow.  But if you want to grow as a valued professional and a respected leader, it is to your benefit to open-mindedly evaluate the criticism you hear, even if it hurts or it isn’t what you believe to be true.  But how exactly does one do that?

So glad you asked!  Because that is exactly what I cover in my latest column in The Globe and Mail which published this morning.  In it, I outline a simple two-dimensional tool that I utilize in my one-on-one mentoring work with leaders in my client organizations.  I call it the “Valid and important” model, and it’s very useful when dealing with criticism.

Evaluating what matters: A better way to deal with criticism at work

dealing with criticism

If you get the print version of The Globe, you’ll find this column on page B10. Continue reading

What does it (really) take to get promoted? Hint: it’s not sucking up to the boss!

So what does it really take to achieve career success in the workplace?  To get promoted?  To be recognized for both your current work and the potential you have to grow and rise in the ranks?  I’ve often heard people say that the only way to get ahead in the world of work is to “suck up” to the boss. But is it possible that what some people call “sucking up” may simply be learning how to work with your specific supervisor or manager?

In my leadership training and mentoring practice, I have had the opportunity to dialogue with tens of thousands of managers in organizations across the country, and they are unequivocal in their assertion that they can tell the “actors”; they know when their employees’ actions and behaviours are self-serving and when they are selfless. So if this is true, then “sucking up” is clearly not the reason why certain employees get ahead. Which raises the question – “What is?” And that is exactly what I address in my latest column in The Globe and Mail.  Gathered from my tens of thousands of conversations with the people who should know the answer, I list out nine specific things you can do to rise in the ranks.

What does it (really) take to get promoted?

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If you get the print version of The Globe, you’ll find this column on page B8.

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/2Tuhg1U

So … do you agree?

So, as always, I’d love to hear about your experiences, both as an employee and as someone in a leadership position.  Do you agree with what I have found to be true, or have you observed that “sucking up” is really what it takes to get promoted? Either way, I’d love to hear from you.  Please add your comments below.

If you want to be deliberate and thoughtful about ways to position yourself for career growth and success, you may also find these links to past columns I wrote for The Globe and Mail to be helpful:

 

Eight steps to finding a mentor

You’ve heard it before: to further your career, finding a mentor to guide you is important.  Mentors are people who have experience and knowledge in your desired vocation, and who are willing and able to share what they know.  But how exactly does one go about finding a mentor?  It’s certainly not going to happen if you wait around hoping that a mentor will miraculously find you.  Successful mentoring relationships are intentional, and the impetus for action has to come from you.

In my latest column in The Globe and Mail, published in this morning’s print and online editions, I lay out eight important steps that will help you get the mentorship that you desire.

finding a mentor

Eight steps to finding a mentor

The above link takes you to the online version on The Globe’s website.  But if you get the print version of The Globe, you’ll find it on page B7.

Occasionally, The Globe places my columns behind their paywall; if that happens, here is a link to a pdf version we have archived on our website: https://www.turningmanagersintoleaders.com/PDF/G&M_ManagementPrint_070819.pdf

I would love to hear from you!

Well?  Please don’t be shy, I’d love to hear from you.  What have you done to find mentors to help you further your career?  If you’re actively seeking mentors right now, what is working for you?  And what are your challenges?  Are you in a place in your career where you are able to mentor others?  If so, what are potential “mentees” doing right, and what are they doing wrong?  Please share your perspectives by adding your comments below.

The lobster as a metaphor for continuous learning

Several times in its life, a lobster casts off its shell. When the shell begins to inhibit the lobster’s growth and development, the lobster has no choice but to discard its old shell and grow a new one. It is the same with humans.  And it offers an important lesson to leaders – in order to stay relevant, both for us and the people we lead, continuous learning is paramount.

In my latest column in The Globe and Mail, published in this morning’s print edition, I offer three specific ideas to embrace continuous learning, to grow your mind and develop your abilities, so that you won’t become stagnant, so that you will always be relevant, no matter what the changes are in your working environment.

continuous learning

You need to cast off your shell if you want to continue to grow

If you get the print version of The Globe, you’ll find it on page B11.

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/2XhyBzl

So what are you doing?

As always, I’d love to hear from you.  What are specific things you do to ensure that you are continuously learning?  What are you doing to be a lobster?  Please share your perspectives by adding your comments below.

If you’ve been a reader of the blog for a while, you probably already know that I have a book titled Why Does the Lobster Cast Off Its Shell? which published in its third edition in 2017.  In the book, I offer three more strategies to grow your mind and develop your abilities, as well as 171 Ways to Be a Lobster! Scroll down the page once you click on the link.

How you admit your mistakes matters

ibdLast month, Morey Stettner from Investor’s Business Daily reached out to me as an expert source for a story he was writing for their “Leaders and Success” page.  He was interested in the best way for leaders to admit their mistakes, whether it was to their peers, their employees, their Board of Directors, or others.  This is the article that was published in their print edition last week on May 28:

Admit mistakes clearly to reassure others, not make matters worse

In addition to yours truly, Morey interviewed three other individuals, all of who provided excellent advice.

What have been your experiences?

But I’d like to know what you think?  Have you ever found yourself in a situation where you’ve either had to admit an error in judgment or report a problem and you handled it appropriately?  What about the opposite, when the outcome wasn’t what you’d hoped?  Or have you observed a senior leader in your organization admit mistakes well or poorly?  Please share by adding your comments below.

P.S. Morey found me as a result of this column I wrote for The Globe & Mail a year ago in May 2018: Why good leaders make grave mistakes − and still thrive.  If you haven’t seen it before, you may find this helpful as well.

Four ways to turn organizational politics into a positive force

We’ve all seen and heard it: when we win on an issue in the workplace, we call it good leadership. When we lose, we call it organizational politics.  But in reality, it’s likely neither.  Whether or not our position prevails on workplace matters is more a function of two other dimensions – your organizational acumen and your perceived integrity – two factors identified by researchers Simon Baddeley and Kim James in the 1980’s.

If you come from the school of thought that says (organizational) politics is a bad word, then it’s time to find a way to make it work for you, instead of against you.  In my latest column in The Globe and Mail, published in today’s edition, I offer four specific ideas to help you stride forward in the direction of good leadership rather than the rocky road of organizational politics.

Organizational politics

Making the most of organizational politics

If you get the print version of The Globe, you’ll find it on page B8.

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/2VKyAjt

I’d love to hear about your experiences with organizational politics.  What is happening where you work?  What deliberate and specific actions are you taking initiate and cultivate relationships to build your integrity and your understanding of the dynamics in your organization?  Please share your perspective and your experiences by adding your comments below.

Six steps you can take today to work towards a leadership role tomorrow

If you aspire to be a manager or supervisor, your success in a future leadership role will depend significantly on making a critical mental shift from task management to people leadership. Let’s be clear – the two are not the same. In fact, the skills that lead to accomplishment as a “doer” of tasks are the very ones that will cause you to fail as “leader” of people. Because in a leadership role, your success no longer rests on just you; your success now depends on how well you can get things done through others.

So what do you need to do to position yourself for a future leadership role?

While still delivering results as an individual contributor, there are things you can do today to position yourself as a future leader, in the eyes of those who can help get you there.  And in my latest column for The Globe and Mail, I lay out six specific steps you can take.

Six steps to take today, toward a leadership role tomorrow

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If you get the print version of The Globe, you would have seen it on page B10 in Monday’s edition.

So these are top six ideas I share with my young (to leadership) clients.  But I’d love to hear your input.  If you’re a veteran leader, what advice would you offer?  And if you’re relatively new to leadership, what have been your experiences?  Please share by either commenting below, or if you wish, you can comment directly on The Globe’s site.

Take charge of your professional development

Your professional development is something that you need to own and champion for yourself.  Sure, good leaders should offer their employees support and direction, setting clear goals and targets, giving regular feedback, and offering concrete tools and suggestions for future growth and development.  But unfortunately, that doesn’t always happen.  Usually citing lack of time and other resources, the one piece that tends to slip most often is advice and emphasis on continued learning and professional development.

It’s up to you to take the wheel of your professional development

So it’s worth remembering that while your immediate manager and organization can certainly support you by providing feedback, advice, tools and resources, you are the only one behind the wheel of your future.  It’s up to you to jump in the driver’s seat and start steering for yourself.  It was with this in mind that I wrote my latest column in The Globe and Mail which published yesterday morning.

Nine easy ways to take charge of your professional development

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If you get the print version of The Globe, you would have seen it on page B10.

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/2VhfJMb

So I’ve put forward my top nine ideas in this column.  But I’d love to know what specific actions you are taking to take control of your own continuing professional development.  Please share by commenting below.

How to work with someone you don’t respect

When you have little professional respect for a client, a co-worker, an employee, or even your boss, it can be difficult to stay motivated and get things done.  But the unfortunate reality is that sooner or later, you will have to work with or for someone you don’t respect — people whom you may find difficult, distasteful or downright unbearable.  While it’s certainly easier to work alongside those you like, don’t fall into the trap of thinking that you can only do a good job if you respect your workmates. In fact, you can function effectively with (almost) anyone if you keep just a few things in mind.

It is possible!

How to work with someone you don’t respect is exactly the subject I address in my latest column in The Globe and Mail which published this morning.

How to work with almost everyone — even those you don’t respect

If you get the print version of The Globe, you would have seen it on page B9.

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/2B9JDKz

The reality is that sometimes you’re just going to have to work with people you don’t like and respect – it’s all part of being an adult in the world of work.  You’ve read my suggestions.  What is your advice to handle these kinds of situations with poise and equanimity?  I’d love to hear from you.  Please share by adding your Comments below.