Once in a while, a co-worker will voice an idea or viewpoint that seems colossally dumb. (Naturally, this only happens to others, never ourselves ...) When you think someone's gone a little batty, try simply saying, "Sorry, can you repeat that?" This query has a double use: You're giving them a fighting chance to restate something they might immediately be wishing they could take back, as well as delicately but firmly pushing the faulty logic to the center of attention so others can scrutinize it.
Q. For years, I’ve been the first one here every morning and the last one to leave. That’s just my work ethic. I have a new boss who frowns on that. He labels me a workaholic and derisively insists that I “get a life.” Since when is it OK to mock hard work?
Widely considered one of the most gifted presenters ever, Steve Jobs understood how to deliver memorable speeches in a seemingly effortless, engaging manner. Morey Stettner will give you the step-by-step guidance to prepare and deliver presentations that borrow many of Jobs’ favorite techniques. Watch it now
Over the years, I’ve come to believe and have told many groups that feedback often says as much about us as it does the performance we are giving feedback about. Even if you wouldn’t go quite that far, it is safe to say that it is difficult/impossible for our feedback not to be, at least in part, about us. This fact is something we must deal with as coaches.
Mistakes should not be excessively feared and avoided; they can teach us more than plotting a “safe” course. Here are five quotes, distilled to their essence.
Q: I work with a group that has completed several mergers and acquisitions on behalf of our organization. We would like to assess how well we have done and where and how we might improve. What’s the best way to go about this?
Q: “Two years ago, my immediate boss, with whom I had a great relationship, was forced to resign. Shortly thereafter, I had a serious conflict with a colleague who was extremely close to our department vice president. After that incident, my career went downhill, although I had previously received high performance ratings and a promotion. I began to look for another job, but the economy took a nosedive and my wife was diagnosed with cancer, so leaving was completely out of the question. Now my wife is well again, and the economy has improved. But after having my self-esteem pounded on a daily basis, I no longer feel confident that anyone will hire me. Can you offer any advice?” Hopeless
The Dalai Lama offers surprising advice for leaders who worry about becoming too self-centered. His Holiness actually doesn’t see self-regard as entirely bad. “We need to be somewhat self-centered in order to succeed in life,” he says.
John Maeda, president of the Rhode Island School of Design until 2013 and now a partner with Kleiner Perkins, offers tips on keeping your edge.
What’s the single most important skill that a leader needs to run a big organization? Empathy. At least that’s what Jeremy Darroch thinks. He’s the CEO of Sky, a London-based satellite broadcasting and media company.
When looking for the next generation of leaders in your workplace, ask yourself these questions.