I asked a question that drained a leader’s energy. She’s facing new challenges and feels trapped. Meeting challenges, seizing opportunities, and solving people-issues require energy. It’s true that serving in ways that align… Continue reading
The danger of being promoted is micromanaging your replacement. What if you feel more skilled than your replacement? What if your replacement doesn’t do things the way you would do them? To make… Continue reading
“Gallup’s research reveals that about one in 10 people possess the talent to manage.” (Gallup) The myth of the great leader riding in on a white horse pollutes our thinking about the value… Continue reading
Maybe you’re working way too hard. A young manager said, “I want to stop doing other people’s jobs for them.” Promoted: The young manager had learned during the workshop that being overly helpful… Continue reading
If the most powerful thing leaders do is connect, the most dangerous is isolation. (Inspired by Henry Mintzberg .) Relationship building: “Half of Americans view themselves as lonely,” David Cordani, chief executive of Cigna. (NPR.) Cigna… Continue reading
Leaders change things. Managers stabilize things. Stagnant organizations need leadership. Chaotic organizations need management. Tension: Tension between change agents and stabilizers is inevitable, dynamic, potentially dangerous, and often useful. Ask people who love… Continue reading
