Sometimes even well-intended managers act in ways that they’re ashamed of. Take Jan, for example. Jan is known for his slightly off-key and mildly insulting humor — it’s even been noted as one of his strengths. He gets the laughs. But he’s told me that he cringes every time he makes a joke at someone else’s expense. He despises the fact that his behavior directly contradicts his personal values. And yet he continues. Then there’s Marty, who is lauded for her ability to pick the “right” person for a job. Deep in her heart, though, Marty is ashamed of herself. She knows that she’s more often than not chosen the “acceptable” person over the right person. And in her organization that means that, at a certain level, it’s a man and he’s white. Click here for full article
Archive for "Accountability"
How to Manage Your Perfectionism By Rebecca Knight Accountability • High Performance Teams • Leadership
Perfectionism is a double-edged sword. On one hand, it can motivate you to perform at a high level and deliver top-quality work. On the other hand, it can cause you unnecessary anxiety and slow you down. How can you harness the positives of your perfectionism while mitigating the negatives? What measures or practices can you use to keep your perfectionism in check? Should you enlist the help of others? Click here for full article
Stop Talking About Your Company Culture—Just Do These 6 Things By Laurie Ruettimann Accountability • High Performance Teams • Leadership
Talking about company culture is still a hot conversation topic for entrepreneurs. But as business owners, we could probably spend our time and energy in far more productive ways.
Payroll with easy org charts built right in. Click here for full article
Strategy Myth #6: Strategy Resides At The Top By Jeroen Kraaijenbrink Contributor Accountability • High Performance Teams
Learning is the motor of progress. Over time, new insights emerge that replace older ones. This is how we mature from kids to adults, how companies develop and grow and how science works. But it hardly applies to the field of strategy. Of course new insights have appeared over the years. But the level of actual learning is surprisingly low. Hindered by strong beliefs in how things must be, we stay attached to a set of no less than ten myths that have been remarkably insistent over the last decades. In this article I address Myth #6: Strategy Resides At The Top. Click here for full article.
The Best Way to Build a Successful Team Accountability • Leadership
The Entrepreneur Insiders network is an online community where the most thoughtful and influential people in America’s startup scene contribute answers to timely questions about entrepreneurship and careers. Today’s answer to the question “How do you build a strong team?” is written by Ajeet Singh, cofounder and CEO of Thoughtspot. Click here for full article.
How to Manage Morale When a Well-Liked Employee Leaves By Liane Davey Accountability • Execution • High Performance Teams • Leadership
It’s a dreadful moment when a well-liked member of your team tenders their resignation. You experience a cocktail of emotions ranging from fear about how the rest of the team will react, to frustration at having to add recruiting to your already hectic calendar. The worst is the lingering feeling of being rejected. As with most difficult situations as a manager, how you handle the resignation will affect more than just you. How you respond will influence whether the person’s departure becomes a typical bump in the road or the inflection point to a downward trend for your team. Click here for full article.
15 Characteristics Of High-Performance Teams By Brent Gleeson Accountability • High Performance Teams • Leadership
Whether we are talking about elite special operations units, winning professional sports teams or high-functioning business organizations, all high-performance teams share similar attributes. They have high levels of internal trust and accountability, navigate change more successfully and have resilient mindsets. They are more sustainable, have higher levels of engagement and therefore efficiency. High-performance business organizations operate under a clear mission narrative, have greater degrees of employee and customer satisfaction and retention, grow more quickly (and intelligently) and are more profitable. Click here for full article.
Accountability: Why Leading Others Starts With Managing Yourself Forbes Coaches Council By Gary Bradt Accountability • High Performance Teams • Leadership
Holding others more accountable starts with a good, long look in the mirror. Consider this scene from a television commercial a few years back: Young boys are playing baseball. A ball flies through the window of a nearby house. Glass shatters, and boys scatter. Click here for full article.
What to Do When You Realize You’ve Made a Mistake by Deborah Grayson Riegel Accountability • High Performance Teams • Leadership
In her book, Being Wrong: Adventures in the Margin of Error, author Kathryn Schulz writes, “Our love of being right is best understood as our fear of being wrong.” In other words, our commitment to believing that we know exactly what’s happening and why, and what to do about it, is reinforced by us trying very, very hard not to think about this possibility: “What if I’m making a mistake?” Or perhaps, even worse, “What if I already made one?” Click here for full article.
The Hard Truth About Innovative Cultures Gary P. Pisano FROM THE JANUARY–FEBRUARY 2019 ISSUE Accountability • High Performance Teams
A culture conducive to innovation is not only good for a company’s bottom line. It also is something that both leaders and employees value in their organizations. In seminars at companies across the globe, I have informally surveyed hundreds of managers about whether they want to work in an organization where innovative behaviors are the norm. I cannot think of a single instance when someone has said “No, I don’t.” Who can blame them: Innovative cultures are generally depicted as pretty fun. When I asked the same managers to describe such cultures, they readily provided a list of characteristics identical to those extolled by management books: tolerance for failure, willingness to experiment, psychological safety, highly collaborative, and nonhierarchical. And research supports the idea that these behaviors translate into better innovative performance. Click here for full article.