You’ve recently been promoted to manager; have transitioned from an Individual Contributor (IC) to a team lead role, or have been tasked with informally leading a group through a must succeed project. Now what? With less than a few days or weeks to prepare for your...
December is always a busy month and the break is a great chance to re-energize and build momentum heading into 2019. The Energy Booster is a great resource this time of year as many of us are exhausted by the endless activities that are involved during the holiday...
Seeing Through Charisma to Determine a Good Fit (On Both Sides). Are you looking for a rebound role or a serious commitment? I can honestly say that this question had never crossed my mind in business, until recently when a client asked this – not in the interview –...
Kolbe Overview As teams realign around the core strengths of their members, they transform. With the Kolbe insight, we have seen dysfunctional teams turn into standout producers for their company. We have found that team success is dramatically predicted by the degree...
Leveraging the Fact Finder Talent Are you leading someone who approaches work differently than you? Maybe you love the details and expect accuracy, yet whenever you receive a final document from a direct report there are multiple font sizes and errors. If you are a...
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.
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.
