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
From January to June of 2018, 53% of workers in the U.S. were “not engaged” at work. 13% were actively disengaged. The latter group were working against their organization. (Gallop) Complaints of incompetence:… 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
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
People who work together end up working against each other when goals compete and agendas collide. The goals of leadership and the challenges of management create healthy friction. Unresolved friction eventually turns to… Continue reading
