Gary Winters

Coach  Workshop Facilitator Author

Should Leaders Say They’re Sorry?

Much is being made these days of President Obama’s willingness to apologize. During his presidential campaign, he apologized to a reporter for calling her “Sweetie.” Recently he apologized for his insensitivity with regard to a joke he told on the Tonight Show about his bowling skills. Within the past couple of days, he has apologized on the world stage for America’s arrogance towards Europe the past few years.

When a leader apologizes, is that a show of strength or one of weakness?

Well, Obama has been taking some heat. Matt Lewis, in his blog Political Machine, writes “If the notion that a President of the United States can improve the image of his country by apologizing for a past President (as well as for his own nation’s past actions) angers you — it ought to.”

Lewis says “By breaking the tradition of not criticizing your own country abroad, Barack Obama has undermined this nation in an attempt to be popular with Europeans and the Muslim world — and to perceived as a ‘reasonable’ American.”

But Peter Bregman, in his blog How We Work, disagrees. “President Obama is being criticized by some for apologizing. Because, they say, apologizing will reduce America’s standing in the world. I couldn’t disagree more. The world needs less anger and more apologies. And President Obama is a great example, a role model, for how we can diffuse anger and repair relationships.

“Apologizing is a humane gesture, a way to treat others with respect. And, not for nothing, it might just keep us out of a fight.”

I line up squarely with Bregman on this one. No leader is perfect; we all make mistakes. Apologizing for mistakes is a sign of strength, which leads people to have greater confidence in their leaders. It’s a demonstration of candor and honesty and just simple humanity, and leaders should do it more often.

When you’ve done something you regret, and you stand up and apologize for it, people can forgive you (if they need to) and move on. Refusing to apologize is a demonstration of arrogance, and most folks don’t like to follow an arrogant leader.

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.