Last week I met with Terri Bartlett, the intrepid president of Marketing EDGE, for lunch at Forty Four, the restaurant at the Royalton Hotel in Manhattan. We had lots to talk about, and didn’t even... Continue reading
Why are we so tolerant of certain kinds of unsuccessful behaviors in children, but not in adults? When a child stumbles and falls while learning to walk, no one says, “Don’t fall down, you bad... Continue reading
Let’s say your team feels deeply connected to you, and all team members are committed to the same things you’re committed to. Your team feels comfortable enough with you to express any disagreement they have... Continue reading
Most people want to know where and low they fit into the various groups they’re affiliated with -- and they really want to know where and how they’re supposed to fit in at work. They... Continue reading
As a Connected Leader, you’re usually open to hearing whatever your team members have to say. You know them well and you’re skillful about encouraging them to speak. The challenge is to be able to... Continue reading
As a new leader, you’ve begun getting to know your followers, whether they actually report to you or are constituents of your organization. You might even be starting to feel more comfortable in your leadership... Continue reading
Whether you’re a new leader or you’re challenged by a team that’s not responding as well as you expect, the first rule of becoming a connected leader is that you have to make the connection... Continue reading
Even the most moderate and democratic executives can morph into erratic, mercurial autocrats -- and they may not even be aware of their transformation or the havoc it wreaks. Here’s a sample scenario: A senior... Continue reading
Most organizations want to convey a particular image to the public, whether it signifies quality, or professionalism, or innovation. And when organizations put thought, care, and resources into crafting their image, they want it to... Continue reading
Most supervisors don’t actually spend the majority of their time developing their people. Instead, they’re often stuck in meetings -- which are sometimes about their people -- or handling paperwork, computer problems, and whatever other... Continue reading
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