Teams beat individuals every time. And the most effective teams are made up of uniquely strong individuals working interdependently to complement and leverage each other’s strengths. So, interdependence is a good thing. Right? Certainly. But it comes at the cost of...
While there is certainly an overlap, there are important differences between executive onboarding and performance failures. The vast majority of people that fail in jobs fail for one of three reasons: poor fit, poor delivery, or poor adjustment to a change down the road.
Poor fit is always a failure of selection, due diligence or attitude during onboarding.
Poor delivery is an onboarding failure if it’s caused by getting up to speed too slowing and a performance failure later on.
Poor adjustment is an onboarding failure if it’s rooted in not yet having built a network of trusted advisors to point out the need to adjust or how to adjust. It’s a performance failure if it’s rooted in a fundamental inability to see changes or listen to others.
Chief enforcers are exactly what’s required to lead a production-focused organization.
Situational leadership responses to when a teammate does something wrong with a material cost to the team.
Not giving decentralized leaders that guidance is an abrogation of senior leadership’s responsibilities and a recipe for chaos.
Peggy Pacy’s three mantras for getting things done: “Skip the no;” “I’m in a pickle;” and “Hide the camel.”
Practicing the art of delegating allows you to work less and create more value. Good delegators deploy six levels of delegation.
Follow the 40-30-20-10 Rule and spend 90% of your time on your top three priorities.
Frequently monitoring progress toward goals increases chance of success – especially if you make the results public.
Delivering what you say you’re going to deliver impacts your personal credibility. And bonuses are given to people that over deliver.