All too often, we miss getting to know a person because we're so eager to define them by their work. I am not my title - why it's time for a business relationship revolution!⠀
Whether contractually or not, we must hold leaders to a higher standard, because their influence is higher by nature of their position. We must call out bad behavior in our board rooms and demand better. We must measure the success of a leader not just by numbers but by how he/she arrived at those numbers.
Typically, a "first day" on the job looks like a lot of paperwork, not much interaction and a definite start off on the wrong foot. Instead of sending the message to new hires that they are being courted for long-term commitment, organizations welcome them in a cold, sterile and less than exciting way. First impressions are too important to keep doing them the wrong way!
Good management is not something that’s an inherent skill, it must be learned and developed. Managers must be trained how to effectively delegate (not abdicate!), how to make successful hiring decisions, how to monitor, coach and provide constructive feedback to others, and how to prioritize building trust and open communication with direct reports. Intentional measures must be taken to ensure first-time managers find success. Let’s break the chain of “insanity” and do something different to see different results!
What is the appropriate balance between embracing our strengths (and consequently admitting our non-strengths) and being willing to learn new skills, grow, and develop? For how long do we keep stretching before deciding that our professional muscles just aren’t cut out for a certain task, job or role?