How to Delegate Effectively and Minimize RiskHow to Delegate Effectively and Minimize the Risk

Delegate Effectively

Delegating is often one of the hardest things for a manager to do. You give away your authority to make decisions but are still responsible for the outcome if something goes wrong.

Often managers don’t delegate because they hold one or more of these beliefs. Do any sound familiar?

“If you want the job done right, you have to do it yourself.” “They don’t know how, and it’s not my job to train them.” “They don’t want extra responsibilities.” “They’ve already got too much to do.” “It’s my job to do the thinking. It’s their job to do the work.” “They will get the recognition instead of me.” “If they do too much, I might be seen as dispensable.” “If they do it wrong, it . . . → Read More: How to Delegate Effectively and Minimize the Risk

From Corporate Officer to Clown: Reinvent Yourself But Not Your Purpose

Reinvent_Yourself

The first female officer in the 150-year history of Stanley Black & Decker, Barbara Bennett was among the first women in a Fortune 500 company to break through the glass ceiling in 1989. Her direct style tempered by easy-going humor allowed her to fit quite well with the male-dominant culture. She used to joke that sometimes she would forget and follow the guys into the men’s room.

Convinced they needed to break down barriers, she was incredibly creative in finding ways to do it. For example, years before either of us had heard about “large group interventions,” Barbara asked me to help her plan a working meeting for their annual Managers’ Meeting, where they would make real business decisions. I had never done anything like . . . → Read More: From Corporate Officer to Clown: Reinvent Yourself But Not Your Purpose

Vision Requires Action: 7 Tips to Move and Keep Moving

Vision Requires Action

Creating a shared vision is one of the most important roles of a leader. But vision alone is not enough. Vision requires action.

Vision without action is a daydream. Action without vision is a nightmare. – Japanese proverb

First: Do a “Vision Check” to make sure you really have a shared vision.

➤ Does your vision include all three keys to a compelling vision?

➤ Did you involve others in creating it? Does the vision resonate with their own hopes, and can they see how they can contribute?

Now: Take action!

1. Start now. Take the first steps and other steps will be come clear.

Vision is about action, not planning. As you take steps, future steps become clear as you move forward. . . . → Read More: Vision Requires Action: 7 Tips to Move and Keep Moving

Relationship Currency Transforms a Transactional World

Relationship current trump housing price

You might think this has become a transactional world, where important decisions are made solely on the basis of price. It certainly might look like that, especially in the wild San Francisco Bay real estate market where housing prices are at an all time high and competition is fierce.

But my experience last month challenges this belief.

I moved from the east coast to the San Francisco Bay area last summer. It was a big move to leave a community I’ve been part of for over 30 years; but all of my family had migrated out west over the years and I wanted to be closer to them.

I took a temporary rental in a lovely neighborhood near my cousin so I had time to . . . → Read More: Relationship Currency Transforms a Transactional World

What is Vision?

The Three Elements of a Compelling Vision

“Vision is knowing who you are, where you’re going and what will guide your journey.”

– Ken Blanchard and Jesse Stoner

Who you are – is your purpose Where you’re going – is your picture of the future What will guide your journey – are your values The Three Elements of a Compelling Vision

Purpose is your organization’s reason for existence. Choose a significant purpose that’s not about you, but is about providing value to those who use your products or services. Consider your purpose from your customer’s viewpoint. For example, a window shade company might sell window shades but their purpose might be to light control and privacy. Picture of the future is a results-oriented picture of where you . . . → Read More: What is Vision?

4 Ways Leadership Drift Can Catch You Unaware

4-ways-leadship-drift-catch-unaware

Are you enthusiastic about your work? When you reflect on your day at work, do you feel a deep sense of satisfaction? Is the person you are at work the same as the person you are outside of work?

If the answer to any of these questions is “no,” it’s possible you might be caught in leadership drift. You might have heard about team drift, where teams lose their focus without realizing it. The same thing can happen to individuals.

You might be adrift without realizing it.

Why Leadership Drift Occurs A huge external shift

You might have been thrown off track initially because of something huge like a hurricane or a serious illness, and by the time the dust settled, you forgot . . . → Read More: 4 Ways Leadership Drift Can Catch You Unaware

3 Powerful Questions To Start and End Your Day

PowerQuestions

Your questions determine the quality of your answers. They determine the quality of your day. A good question will get you a lot farther than a quick answer.

Powerful Morning Questions

Start your day with focus and energy by taking a few moments to answer these questions.

1. What will give me joy today?

2. What am I excited about accomplishing today?

3. Who needs my help today?

Powerful Evening Questions

Your day will take on greater meaning and will end on a better note if you take a few moments to answer these questions before you go to sleep.

1. What am I proud of?

2. Who do I love?

. . . → Read More: 3 Powerful Questions To Start and End Your Day

The 9 Essential Leadership Strategies in The Age of Information

Ages

Once upon a time, in a land called Industrial Age, the leaders of organizations resided at the top of a hierarchy, managers were in the middle, and workers were supervised.

It was the job of leaders to do the important thinking and the job of managers and supervisors to make sure it was implemented.

Because no one cared what the managers, supervisors and workers thought, many of them parked their brains at the door as they came to work.

Others only used part of their brains, limiting their focus to implementation without regard for the impact on the larger organization.

Eventually the companies became gunked up. They were not healthy places for people. and their long-term results did not reach their potential.

Because their life . . . → Read More: The 9 Essential Leadership Strategies in The Age of Information