by Allen Leigh Admin | Jun 23, 2020 | Leadership, Productivity
There are many project management tools available to leader-managers that provide a framework for developing concepts, thinking and the ideas that drive projects. These in-depth project planning tools flush out potential challenges and cast a vision of how the project...
by Allen Leigh Admin | Jun 16, 2020 | Leadership
When asked “would you rather be a good leader or a good manager” nine out of ten of our workshop participants say “leader.” We exist in an era of business where the act of leadership is often more celebrated than the practice of management. In reality, it is rare for...
by Allen Leigh Admin | Jun 16, 2020 | Leadership
Getting others to do what you need them to do in a defined timeline can be challenging. Many in organizations are responsible for delivering on key tasks while lacking the formal authority to get things done. In these cases, it is the softer side of leadership that is...
by Allen Leigh Admin | Jun 16, 2020 | Leadership
Most of us have never really thought about the science behind the routine practices of day-to-day management. We all know that setting a vision is good for pointing teams in the right direction, regular one-on-ones help with communication flow and performance reviews...
by Allen Leigh Admin | Jun 16, 2020 | Leadership
Achieving Results Through Others The Leader-Manager’s core role in an organization is to achieve results through others. Where early career professionals are focused on individual efforts and results, the leader-manager is tasked with combining individual efforts and...
I once coached a CEO when one of their VPs interrupted to ask what colour the boss wanted the office painted. The CEO offered their opinion and then refocused on our conversation. I responded, “Do you really feel that picking out paint colours is a wise use of your mental energy as CEO?” Their counter was, “I don’t stop to think about it much. If someone asks me for my opinion, then I give it to them.” Oh, the double-edged sword of leadership. Senior leaders must become exceptionally good at making decisions with limited data and be comfortable just making the call. Overusing this style can create a check-in culture where the team becomes overly reliant on the boss’s opinion and hesitates to move without consultation.
