Jerome said his biggest problem was time management. He was overloaded, deadlines were getting missed, and he was stressed.
Managing his team was his biggest time drain.
“When they ask me questions, I get stuck spending time with them instead of doing my own work. And when I don’t hear from them, I usually discover they’ve made mistakes that I need to clean up.”
I replied, “Jerome, your biggest problem is you’re a “seagull manager.”
“What’s a seagull manager?”
A seagull is usually off flying around somewhere, but every once in a while, swoops in unexpectedly, makes a lot of noise, dumps a load, and then flies off again.
When you’re bouncing back and forth between being over-involved and . . . → Read More: Ten Tips for Delegating – The Best Time Management Tool
Much of your brain is hardwired from birth. Our primitive reflexes make us hyper-alert for bad news. Our brains detect negative information faster than positive information, and we have a stronger memory for painful experiences than pleasurable ones. This hardwiring ensured the survival of our ancestors.
But the world has changed, and we now know more about how our brains can best help us in today’s world. Studies in brain science have revealed that our prefrontal cortex provides thinking processes that allow us to override the primitive instincts that no longer serve us. It gives us the ability to make choices about our behavior – IF we are intentional.
Brain science shows us the old excuses don’t hold up.
Far too many leaders . . . → Read More: What Brain Science Can Teach Us About Leadership
Are you a collaborative leader?
Collaborative leaders understand that organizations are networks of relationships and that relationships are the glue that holds them together.
Anyone can be collaborative leader — no matter whether you are the president, a mid-level manager or a front-line supervisor.. or in a large corporation a small business, a non-profit, or a school.
Collaborative leaders create communities, whether they lead the entire organization or a team within the organization.
Collaboration is not an option – it is an imperative.
If you are in any doubt that collaborative leadership is an imperative, and not just a fad, take a look at any of these 22 articles in the Harvard Business Review series on collaboration.
Or even better yet, watch . . . → Read More: 8 Things Collaborative Leaders Know
An Effective Vision Does More Than Simply Show Where You’re Going
“Vision” is one of the most commonly used and most widely misunderstood terms. There’s a tremendous amount of power in a vision. But unfortunately when the term is not used or understood correctly, we lose out on the opportunity to access the power.
Consider the Apollo Moon Project. It was amazing. They overcame seemingly insurmountable obstacles. When President Kennedy articulated the vision to put a man on the moon by 1969, the technology to accomplish it had not even been invented. An exciting decade of focused, Herculean efforts ended in 1969 when two men walked on the moon and returned safely home. It was amazing! …and then it . . . → Read More: Create a Vision With Staying Power
My best boss was also my mentor. He coached me and supported my development, even though it meant I was likely to get promoted. He showed me it is possible for a manager to focus on results and develop their people at the same time.
When eventually I was offered a new position, I confided in him that I wasn’t sure I was ready. His response was,
“Remember – You know everything you need to know. You have everything you need to have. You are everything you need to be.”
This has become the mantra I repeat whenever I’ve taken a stretch assignment or felt unsure of myself.
In my own role as a leader, I share his attitude about development. A . . . → Read More: Coaching Tips for Managers – When the Bicycle Moment Occurs
Do You Work In a Matrix?
Do you work in a company that requires you to coordinate across reporting lines to accomplish your goals? In order to complete work, are people dependent on others who report to a different boss?
Matrix organizations are becoming more common as organizations grow larger, become more complex, and/or enter global markets. They offer the advantages of increased information flow across boundaries, deeper development of expertise and knowledge, and greater flexibility and responsiveness.
However, the disadvantages will quickly outweigh the advantages if leaders think this is simply a matter of restructuring or drawing dotted lines on an organizational chart.
Leadership In a Matrix
Everyone must provide leadership and assume responsibility for success. A matrix simply will not work . . . → Read More: Manage The Challenges of Working In a Matrix Organization
Over the last few decades, studies in neuroscience have shown that we can actually physically rewire our brains. We can change the “default network” we were born with, the one that ensured the survival of our primitive ancestors who lived in a very different world.
Our “fight-flight” reaction and strong memory for painful experiences are hardwired from birth. Our brains detect negative information faster than positive information and are drawn to bad news. This hardwiring is further reinforced as we grow up because our negative experiences leave an indelible trace in our brain. The brain continues to learn and change itself throughout our life.
The good news is we are capable of over-riding our primitive reactions that don’t serve us well, and creating . . . → Read More: 7 Ways to ReWire Your Brain and Become a Better Leader
I am honored that Irene Becker has allowed me to share her powerful guest post. There is an important message here – a vision of what can be, a sobering description of our challenges, and a Call to Action. Although this is a longer post, I urge you to take the time to read it carefully and to consider the implications for yourself personally and for our communities.
The challenges we face too often inure us to the technological, scientific and communication wonders before us. Rising to the challenge of 21st Century Leadership starts with recognizing our ability to do GOOD by building GOOD leadership, GOOD business, GOOD communities, GOOD families, GOOD lives.
It means taking the road less travelled by finding . . . → Read More: Rising to the Challenge Before Us – LEADING FORWARD
How many times have you heard, “It’s better to give than receive?” It’s so ingrained in our culture, we don’t even question it.
If you are in a leadership role, chances are you believe this wholeheartedly. Which means you also probably believe you should
always be competent,
never make mistakes,
and always be strong.
And likely you believe you should only receive when you have something to give in exchange.
One problem with this attitude is that when you are in a situation where you don’t have a choice and must receive, you are likely to feel
because it challenges your self-image.
It is easier to give than to . . . → Read More: It’s Easier to Give Than to Receive, But Not Necessarily Better