How to Be a Connected Leader
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
Excellent Service Means Managing Customers’ Expectations
Google the phrase “managing expectations” and you’ll get 66 million hits. A search for the refinement “customer expectations” brings back 54 million hits. With so much information available, and so much interest, it’s amazing that... Continue reading
If Words and Tone Conflict, Tone Is the Winner
“Good evening, Ladies and Gentlemen, and welcome aboard our flight, leaving Port Columbus, Ohio, this evening on its way to New York’s La Guardia airport. Our flight time will be one hour and forty minutes.... Continue reading
How to Handle the (Un)Intended Disruptions Leaders Cause
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
Do People Want Answers or More Questions?
I attended a conference recently that focused on embracing change to ensure sustainability in at-risk organizations. The sessions were substantive, relevant, and thought provoking. I took in two presentations back to back, both delivered by... Continue reading
Honing a New Marketing EDGE
It’s a fantastic thing to watch an organization grow and develop -- and to be able to talk about it publicly. I don’t usually blog about my clients directly, perhaps out of an excess of... Continue reading
Why It’s a Problem When Image Supercedes Effectiveness
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
Accentuate the Positive: Help Your People Do Even Better
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