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Leading the Unleadable:
When you do hear about trouble, first ask what the person is doing about it. Then ask for suggestions on how you can help.
|
56 |
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Leading the Unleadable:
As W. Edward Deming and many others have said, ‘Trust but verify.’
|
58 |
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Leading the Unleadable:
…data is almost always correct. It is important to go deeper when the story and the data do not match.
|
58 |
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Leading the Unleadable:
The higher you go in the organization, the less access you will have to the full story and all of its details.
|
59 |
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Leading the Unleadable:
If you truly want to understand how others have dealt with situations, be ready to share one of your own. Also make it clear that anything discussed is confidential.
|
62 |
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Leading the Unleadable:
Many people are aware of their weak points, but hearing about it from others can cloud a leader’s judgment in sorting through the results.
|
66 |
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Leading the Unleadable:
Confronting people with performance issues is difficult. Talking to people about what they are doing wrong evokes the feeling of being in conflict. Leaders, too, are susceptible to the flight or fight syndrome.
|
72 |
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Leading the Unleadable:
It is critical to make your message very concise. You want the key message to be heard. You want it to have impact. You want it to lead to positive change.
|
75 |
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|
Leading the Unleadable:
With preparation on one end and follow through on the other end, proper action is the fulcrum, the critical leverage point to success. This is where you talk with the troublesome person…
|
76 |
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Leading the Unleadable:
The fact is that, overwhelmingly, people do have good intentions and are working to achieve the best results they can.
|
79 |
