"Just a quick note to say how much I enjoyed your presentation at Provisors earlier this week. I think the whole group really enjoyed it and I have no doubt that everyone came out of the meeting committed to giving better presentations. I know I did!!"
Stephen Wares, VP Business Development
CCW Business Solutions
Teams that hold each other accountable are more productive & successful.
Commitment from team members is one of the building blocks of effective teams.
Plan for your best year - tips and strategies to make the most of your year.
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(posted: January 11th, 2011)
"Many bosses have simply stopped making progress because they simply don't know how to."
Linda A. Hill
Many managers underestimate the transformational challenges of their roles; or they become complacent and stop growing and improving. At best, they learn to get by; at worst they become terrible bosses.
Sometimes even the best leaders suffer doubts and fears despite years of management experience.
Any number of events can trigger them:
The whole question of how managers grow and advance is one we've studied and lived with for years. Managers rarely stop and ask themselves, "How good am I?" and "Do I need to be better?" unless they are shocked into it. On the spectrum of great to awful bosses where do you fall?
According to a Harvard Business Review article published January 2011, three imperatives can guide managers on their journey to becoming great bosses.
Management begins with you. Who you are as a person, the beliefs and values that drive your actions, and especially how you connect with others all matter to the people you most influence. Every day people you work with will examine every interaction with you, your every word and deed, to uncover your intentions. They ask themselves, "Can I trust this person?" Trust is the foundation of all forms of influence and your need to conduct yourself in ways that foster it.
"I wish I could say something that would make you trust me, but if you give me time I can prove it to you. Because if I had a second chance, I would never need a third."
Effective managers know that they cannot avoid conflict and competition among organizational groups. They build and nurture ongoing relationships with those they need and those who need them; that is how they influence people for whom they have no formal authority.
Team members need to know what's required of them collectively and individually and what the team's values, norms and standards are. In a real team, members hold themselves and each other jointly accountable. They share a genuine conviction that they will succeed or fail together.
"Coming together is a beginning. Keeping together is progress. Working together is success."
The article includes a useful assessment tool to help you get started and many of my clients have found it extremely useful. Progress will come only from your work experience; from trying and learning, observing and interacting with others, experimenting, and sometimes pushing yourself beyond your comfort zone. Then assessing yourself on the three imperatives again and again.
"There are risks and costs to a program of actions. But they are far less than the long range risks and costs of comfortable inaction."
John F. Kennedy