Showing results by narrator "Fleet Cooper" in All Categories

Many people are hesitant to step out of their regular roles and routines. The idea of putting yourself in a position to potentially fail can be frightening or stressful. But sometimes what’s keeping you in one spot may not be your own self-interest. In fact, other people’s wishes and the feeling that you “should” stay put may be tamping down your own preferences. What’s holding you back may be compliance, not comfort.

Think back to the last team project you participated in at work. How did the person running the project lead the group? Did they lead by presenting a plan and using their authority to insist that others follow along?

Procrastination comes in many disguises. We might resolve to tackle a task, but find endless reasons to defer it. We might prioritize things we can readily tick off our to-do list - answering emails, say - while leaving the big, complex stuff untouched for another day. We can look and feel busy, while artfully avoiding the tasks that really matter. And when we look at those rolling, long-untouched items at the bottom of our to-do list, we can’t help but feel a little disappointed in ourselves.

What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 15 most important leadership competencies from a list of 74. I’ve grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs.

We all want to be part of a great success story. To run, start, or play a senior role in a company that wins big or changes the course of its industry. To launch a brand that dazzles customers and dominates its markets. To be the kind of executive or entrepreneur who creates jobs, generates wealth, and builds an organization bursting with energy and creativity.

As constant travelers and parents of a 2-year-old, we sometimes fantasize about how much work we can do when one of us gets on a plane, undistracted by phones, friends, and Finding Nemo. We race to get all our ground work done: packing, going through TSA, doing a last-minute work call, calling each other, then boarding the plane. Then, when we try to have that amazing work session in flight, we get nothing done.

If you're a chief executive officer, your job is to execute. It’s written right into your title. But what does it mean, in terms of daily tasks, to be the company's top "executer?" After all, CEOs don’t actually build factories or sell products. It’s tempting, therefore, to view the CEO as primarily a thinker; someone who mulls and shapes strategy. That is a part of the CEO's job, of course.

Reach your financial goals and reduce the stress in your life with this audiobook of biblical principles by the New York Times best-selling author of The Blessed Life.  

I used to wake up, stumble over to my phone, and immediately get lost in a stream of pointless notifications. This digital haze continued throughout the day, keeping me from accomplishing important tasks. I was distracted, anxious, and ineffective as a leader. I knew I had to change but could not seem to break free from the behaviors that kept me locked into the same cycle. This problem is not unusual.

Bhaal must be stopped! Someone is sabotaging the iron mines of the Sword Coast, pushing powerful realms toward a bloody war, and a young mercenary toward an unimaginable secret. Evil gods, giant spiders, murderous doppelgangers, flesh-eating ghouls, and wicked Zhentarim come to life in the action-packed novelization of the Baldur's Gate computer game form BioWare and Interplay.

We all know that job satisfaction often hinges on the quality of the relationships we have with our bosses. Yet in today’s rapidly evolving, 24/7 workplaces, it’s not always clear what managers should do to create the most satisfying work experiences and the happiest employees. My research into the world’s most successful bosses has unearthed some common practices that make work much more meaningful and enjoyable.

Maria, an executive in financial services, stared at another calendar invite in Outlook that would surely kill three hours of her day. Whenever a tough problem presented itself, her boss’s knee-jerk response was, “Collect more data!” Maria appreciated her boss’s analytical approach, but as the surveys, reports, and stats began to pile up, it was clear that the team was stuck in analysis paralysis.

It’s a common complaint among top executives: “I’m spending all my time managing trivial and tactical problems, and I don’t have time to get to the big-picture stuff.” And yet when I ask my executive clients, “If I cleared your calendar for an entire day to free you up to be ‘more strategic,’ what would you actually do?” most have no idea. I often get a shrug and a blank stare in response.

Reading is time-consuming. I was already over-busy before I started reading several books a week. And I am a slow reader. I tried the traditional shortcuts, but none of them worked. Reading the PR materials is insufficient for understanding a book, and executive summaries are awful. I have never read an executive summary that came close to conveying what’s interesting and useful about an author’s work.

Leaders across the globe feel that the unprecedented busyness of modern-day leadership makes them more reactive and less proactive. There is a solution to this hardwired, reactionary leadership approach: mindfulness.

Twenty-three years ago, one of my employees — I’ll call him Dale — asked for a private meeting. Dale was serious and bookish and had very strong opinions. His work was fastidious. He rarely socialized with colleagues, but he was impeccable in his commitments to others. And he was skilled at his job.

When it comes to setting strategy, which is more effective: one great thinker or a wise crowd? To find out, I turned to my ongoing Top Pricer Tournament, in which 884 people - managers, consultants, professors, students - make pricing strategy decisions for a generic business competing against other generic businesses. The decision options available to each person work out to 14,739 possible strategies in each of three generic industries.

The dreaded annual review is giving way to more frequent, development focused conversations between managers and subordinates.

"The Performance Management Revolution" is from the October 2016 issue of Harvard Business Review.

Stress and burnout are not the same thing. And while we know that stress often leads to burnout, it’s possible to handle the onslaught of long hours, high pressure, and work crises in a way that safeguards you from the emotional exhaustion, cynicism, and a lack of confidence in one’s abilities that characterizes burnout. The key is tapping into your emotional intelligence.

At the start of 2016, I asked myself one question: “How can I make achieving my professional growth goals effortless?” I found the answer was elegantly simple — by focusing on alignment goals.