I get accused of making pronouncements a lot, but I’m okay with that, because the accusation is so often followed by a plaintive sigh, quickly followed by ‘if I had only done what you said…’ Then I get told a sad, and thoroughly unnecessary, tale of miscommunication, misdirection, and just plain misery. That’s the frustrating […]Read More The Ten Commandments of Coaching
No one *needs* to be a leader. And even less so if your main job is to get your people to actually accomplish something, in which case, you are a manager. Here’s how to be a great manager: Figure out the best way to get where you’re supposed to go. Figure out the tasks that […]Read More Does Every Manager Need to be a Leader?
Someone asked me today to write about managing change. I know it’s a popular topic but when he said it, it sounded so absurd to me. Manage change? The very nature of change is that it’s unpredictable. I think he was questioning how to manage your reaction to change: what you do when change happens, […]Read More You Can’t Change Change
Ok, not all of them. Just the ones that ask for characteristics that don’t co-exist in normal human beings. Many years ago, I spoke at a conference and got a great question. (This was rare at the time.) It was from from a man who hired sales people. He wanted to know if he really […]Read More Eulogy for Job Descriptions
Ask any manager about their least favorite tasks, and more than likely they’ll put performance evaluations at or near the top of the list. Why? Lots of reasons, not the least of which is the assumption that you need to find something deficient in each staff member and come up with a brilliant idea for […]Read More Three Questions for Performance Management
There are five pillars of love. I’ve written about them before, although I didn’t call them that until I realized that these are universal and apply to every situation in life where you care for at least one other human being. Which, in my not-so-humble opinion includes the job of management. In brief, here they […]Read More Managing Love
A lot has been written about the complexities of executive onboarding, generally giving a calendar of a few months duration to fully get with the program. Executives, one might infer from this, are hothouse flowers requiring judicious amounts of care and feeding lest they wilt before their time. Or worse. I don’t buy it. Really, […]Read More Onboarding: The First Seven Days