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Posts Tagged ‘middle manager’

You Don’t Have to Leave the Cubicle

There’s been a lot of hype lately around escaping the cubicle. It isn’t for everyone. For many, it isn’t realistic considering their current resources, and for some people, going out on their own would be downright irresponsible.

Many of the people who call me looking for coaching services are miserable in their jobs, have been for a while. They’re fed up and burned out. They want to quit.

100% Accountability, Take Two

Living the Success Principles #2

I’m in the second or perhaps third week of working Principle 1 – Take 100% Responsibility for Your Life, and I admit, I am still stuck on the No Complaints rule.  This is somewhat embarrassing since I harp on this one with my clients.

What I’ve noticed is that I’ve stopped complaining out loud, for the most part.  I’ve replaced it with a form of blaming in my head and attached myself to inaction and unwillingness to provide negative feedback.  My payoff is martyrdom.  This is not a positive development.

How Inimitable Leadership Can Save the Day

Last week, I was reading an article on Gallup about how President and CEO Douglas R. Conant’s plan to revitalize Campbell’s Soup included a decade-long effort to improve employee engagement.   To give you some background, Conent took over at Cambell’s about 9 years ago.  Things weren’t going well.  Campbell’s had one of the lowest engagement scores of any Fortune 500 ever.

Life & Death Communications

Guys,

Here’s an exceptional article about communication, collaboration and the importance of setting the right tone:  http://gmj.gallup.com/content/125291/Collaborating-Means-Communicating.aspx

Enjoy!

Be Your Best You Today,

Carolann

Managewhich Tip: Getting in Front of Change Through Leadership

“The enemy to real change is lip service” ~Peter Block

This is never more true than in a low trust organization.  How many times have you been in meetings where heads nod in agreement only to have nothing done?  It’s insidious because we think the group is on board when they aren’t.

We can work with opposition and disagreement.  Honesty lets us know where we stand and know where we may need to negotiate, whereas, we often miss lip service.

Managewhich Tip: Process-Focus Ain’t a Bad Thing

Photo by Nur Hussein  - find the pic on Flickr, the story is hilarious!

Photo by Nur Hussein - find the pic on Flickr, the story is hilarious!

We hear a lot about being results-focused and results-driven.  Results are important, and somewhere along the way, we’ve lost sight of the importance of the journey.

Case and point.  In 1959, Cuba had an illiteracy rate of 23%.  Post Castro revolution, in 1961, it was reduced to 4%.   Let’s just say, this wasn’t the kindest of processes, and yet, if the focus was on the result to wipe out illiteracy, they were astoundingly successful.

So How are Those Resolutions Going?

On the Wagon?  Photo by Craig

On the Wagon? Photo by Craig

So, we’re about halfway through January, and even though I suggested that resolutions are a waste of time, I bet some of you made them anyway.  How’s it going?

For those of you who are on track, congratulations!

For those of you who’ve already broken down, how about trying something different this year.

Putting Some Meat in the Managewhich!

No one wakes up in the morning and asks to themselves, “How can I screw my job up today?”  And yet, sometimes we feel that way in our management roles, yes?

I’ve gotta tell you, when I look back over the course of my corporate career, there were a lot of things I would do differently, mainly around conflict management, negotiation and feedback.  I wish I’d had better examples and mentors.  In the craziness of never having enough time to do what I needed to do, there were many times that it felt like I was blindly feeling my way around the fun house.

What Got You Here May Not Get You There

Photo By Dani

When met with what seems to be a familiar situation, humans behave based on habit.  The brain is designed to operate based on patterns and filters, so it’s very quick to assess “Woah! something’s going on here” vs. “Oh, OK”  and respond accordingly.

By the way, it’s also the same mechanism that makes Bob’s name easier to remember than Atmajyoti’s, if you’re not Indian.

Managewhich Question: Who the “mans” the Role of Policy Police?

“The rules make it fair for everyone,”  a quote from one Managewhich who’s struggling with influencing and managing her peers.

The Managewhich was describing how other groups are rewarded for complaining (as opposed to problem-solving),  how other managers were giving undocumented vacation days in exchange for excessive for overtime, and other “rule-breaking” perks.  Her point of view is that the rules were put in place for a reason.  She follows the rules, and it makes her look like the bad guy when she doesn’t break them and others do.  She wants to influence her peers to follow the rules.

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