How to Be Clear on Delegating Tasks so that they are Heard & Well Received Leaders face two challenges when it comes to delegating work to others: Perfectionism and the fear that the results won’t be as good as if the leader did it. Delegating expectations in a...
Adjusting Your Leadership Approach to Team Type The term ‘team’ is often used so loosely that it can create confusion about the specific type of team leaders should be looking to build. At its core; a team is a group of individuals who report to the same...
You know you need to invest in leadership training this year but you want to ensure the impact is worth the investment. You are juggling tight budgets, lean teams, and increasing pressure for leaders to perform at their highest level. Today’s development programs must...
Forget what you learned about traditional leadership. Leading in Turbulent Times takes a different approach to seizing opportunities, driving results, & motivating others. I recently heard the Sturdy Pilot metaphor (Dr. Becky Kennedy from Good Inside), and it made...
Within the next few weeks, we are excited to unveil our Core Leadership Operating Model (CLOM) for the first time publicly. Core Leadership Operating Model (CLOM) When we developed the Core Leadership Operating Model (CLOM) we wanted to provide leaders with 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.
