One goal of managing is to supervise less. Managers work too hard because they supervise too much. Giving autonomy to supervisors scares the crap out of incompetent managers.
Bureaucrats become block autonomy with regulations. Control requires management and supervision. The bigger the employee handbook the more you need to supervise.
Give competent people autonomy. Control blocks autonomy.
Today I’m answering a wonderful question from a reader. I wish more people asked, “How can I tell if I am helping or hindering.
We’ve all seen our efforts backfire.
Every leader has to terminate people. How can you do this without negative reflections on your own leadership skills?
How can you tell if someone really wants to grow?
Leaders are learning about emotional well-being at work. Support is an essential aspect of leading today.
There is a danger, however. Some support is destructive. Today, I’m offering you an opportunity to reflect on your support efforts.
The goal of support is enabling. It’s helpful to spot the signs of destructive support.
A leader in the financial sector told me that the change top brass is making benefits top brass, but no one else.
Leading change isn’t difficult, it’s dangerous. 70% of change initiatives fail. HBR
How can you unravel resistance to change?
A friend and client asked me what I’ve learned about stewardship. It’s the first time I’ve been asked. I wish there was more interest in stewardship because leaders are stewards.
I shifted the language from learned to learning when I texted back. People who think they’ve learned something haven’t. The best we can say is we’re learning and relearning.
Here are 5 ways to practices stewardship in leadership today.
A series takes you somewhere.
A small sequence of compromises makes the next compromise easier. A small chain of tough decisions makes tough decisions easier.
Here’s how to tap the power of a short series to achieve your aspirations.