Organizational wins hinge on middle managers. They stand between talk and action. Their success usually signals organizational success.
I’m accountable for results but don’t have the authority to make decisions.
Top brass pulls one way. Front-line employees pull the other.
Senior leaders get the credit; we get the blame.
Momma said, “Don’t interrupt.” Let people finish. Pause. Make space.
Master the habit of letting people finish before you speak.
And then break the rules. Great conversations break the rules.
Some of the rules the experts suggest get in the way of great conversations.
Toxic leaders corrode teams.
Self-serving leaders drain momentum. Ignoring the problem feels easier in the moment. But downward pull is destructive. The solution starts with turnaround conversations.
Toxic leaders dominate environments.
How to have turnaround conversations with toxic leaders…
Some people reject encouragement. You say something good. They reply with something bad. Every affirmation is met with, “Yeah, but.”
Sometimes you reject self-encouragement. You say to yourself, “You got this,” and your inner critic says, “No you don’t.”
Use curiosity to encourage people. Here’s how.
Average leaders get things done. Exceptional leaders build environments where others get things done. Average leaders fix. Exceptional leaders build. B.U.I.L.D. Practices if you want to build environments where others get things done… B… Continue reading
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?
