Coach • Workshop Facilitator • Author
Explore dozens of FREE articles (with more coming all the time) to inspire and enhance your leadership and management practice. I’d love to hear your suggestions for future posts.
What do Roger Bannister, the first man to run a mile in less than four minutes, and Fred Smith, the man who founded Federal Express,
With all that’s written every year about leadership you’d think it was pretty complicated. I don’t think so. I think it’s pretty simple – but
Where do you get your power as a leader? My favorite definition of leadership, which has been widely attributed, is “the ability to get others
In yesterday’s post Teamwork or Guesswork, I discussed the differences between teamwork and guesswork. While fostering teamwork isn’t automatic or easy, it is possible to
Alex was asked to lead a team which would develop a sensitive recommendation on whether to consolidate two facilities into one. The first meeting had
When a new leader assumes responsibility for a team, or a department, division or even a whole organization, people react by asking themselves, what’s in
The Wall Street Journal reported a survey of over 4,000 employees in a wide variety of organizations, public and private. Respondents were asked to rank-order
Carol was complaining that it too long for her staff meetings to get focused. As her meetings began, she noticed people engaged in small talk
I’ve come to believe that leaders can create transformative experiences when they focus on creating transparent organizations (or teams). To my mind, a transparent organization
Photo by kool skatkat If you’re a leader, then by definition you’ve got followers. You can learn a lot about your impact as a 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.