I was recently visiting with a potential client, and at the close of our conversation, I asked her if there was something I could do to help her. She indicated that there were so many new leaders entering their organization that she wished she had a list of principles or concepts that she could give to them that would help them assimilate and become effective as quickly as possible.
Because changing leadership often brings challenges, I would suggest 10 best practices to strengthen your leadership capacity and improve the quality and speed of your results.
Q: My manager is so negative and defensive that I am afraid if I shared, “I did what you asked me to do,” I would create more defensiveness that would result in increased conflict. What can I do to reduce this person’s negative energy and create a viable solution that will improve results?
A: Unfortunately, many individuals are often negative or always seem to be defensive; every situation is always the “worst” it can possibly be. We all know people...
Last week our family had the opportunity to run the Salmon River in Idaho for a family vacation. My oldest son has been running the river as a guide this summer; consequently, we were invited to go on a trip with him. I was excited at the prospect of this adventure given that I had been a white water guide myself in the Grand Canyon over 25 years ago. Previously, I have had to put sharing river rafting with my family on hold until my children were older, but now everyone has grown enough that we could go together.
Years ago when I worked as an attorney, I remember someone telling me that it was easy to spot when someone was lying. All you had to do was notice whether they would look at you or not. I remember laughing to myself and thinking that if the liars knew that, all they would have to do is to give direct, sustained eye contact to counter that notion. I came away thinking that this suggestion was not very helpful.
Recently, I was asked to observe a Home Owners Association board meeting and to provide feedback about what the board members could do to have more effective meetings. From the outset, it was obvious that the entire group of individuals had never received any type of business communication training. More than anything, I was shocked
Recently my college-age son hit a large piece of asphalt while driving our 1997 Toyota Avalon down a country road at night. The impact against the undercarriage caused the airbags to deploy and shatter the car’s windshield. Thankfully, except for a concussion, my son was not seriously hurt. Days later, when talking with him about the accident in person, my initial feelings of gratitude turned to worry about the cost of fixing the car, and disappointment and anger due to his lack of judgment.
I really wanted to write a piece celebrating Independence Day and the advent of freedom in our country. And yet, I have been frustrated as I have contemplated the many core American values and institutions which seem to be under attack.
On a recent flight, my seatmate and I began to talk about communication and conversation strategies for dealing with difficult people. Then out of the blue, my neighbor announced: “Boy, these millennials are hard to work with!”
During the last several months, we have heard a lot about “fake” news or “fake” media. The frequent use of these terms made me think of the term “fake focus” and how it can cause problems in our organizations. So what does the word “fake” refer to? “Fake” may be defined as something that is not real or it may mean to pretend, falsify, or fictionalize something. “Focus” is defined as a concentrated activity or influence that leads to a particular outcome. Consequently, one’s focus is a devotion or dedication to a particular effort with a specific outcome in mind.
Although many people have had business communications training, some still approach difficult conversations with a degree of fear and trepidation. In fact, ever since Donald Trump won the presidency, I have had a number of people call and email seeking advice and asking for suggestions about how to talk about politics. Many of these folks have done damage to their current relationships in the way that they have broached sensitive topics.
I had just finished speaking at an event and a number of people came up to the stage to talk and to ask questions that they didn’t want to ask in front of the entire group. After a few moments I was approached by a woman who began rapidly asking me a number of questions. Before I could finish answering one question, she would hit me with another question.
I had a previous boss who would go off like a volcano anytime the results that we produced did not meet his expectations. He was so volatile in his reaction to bad news that other members of our law firm urged him to get some professional help in order to keep the rest of the staff from quitting. When he was caught off guard, nothing seemed to stem the tide of his anger.
When this situation occurs it is never easy. Most of the time we would rather jump off a cliff than face the prospect of giving bad news to a superior. Nevertheless, there are a number of steps that you can take to improve the, “Bad news, Boss,” scenario. Hopefully you will find these useful in addressing a negative situation.
A few weeks ago I was taking my son to school in the midst of a snow storm. As I pulled into the student drop-off at the high school, I noticed a woman who was getting into her car as I was waiting to move forward. I was about up to her car when she got in, and started to back out. As there wasn't really room for her to pull out, so I pulled forward past her. Her rear lights went on and she started to back out just as I passed her.
With recent events in Ferguson, Missouri, Baltimore, Maryland, among other places around the country, and with the election of Donald Trump, people’s positions and opinions have become more and more polarized. Civil discourse and meaningful dialogue have been replaced by rancor, accusation, disrespectful language, and wild speculation unbefitting a civil and democratic society.
One of the greatest challenges of running the river in Grand Canyon is learning how to navigate the rapids. There is an average of one rapid every half mile from Lee’s Ferry, Arizona to Pierce Ferry on Lake Mead, Nevada, a distance of over 283 miles. In order to run these rapids successfully,