Ask any patient leaving a hospital who was most instrumental in helping them heal and recover, and they’ll likely tell you it was the nurses.
You’ve probably heard someone change the tone of their voice and say, “What we’ve got here is a failure to communicate.” It’s an oft-quoted line from the 1967 film Cold Hand Luke. It’s a mood lightening way people will acknowledge that a breakdown in communication has occurred.
Do you remember that time you were sure you had a clear understanding or view of what was happening and then you realized you didn’t?
Campaign slogans are made to sound catchy and profound, but words have meaning. Driving to work recently, I saw a billboard for a politician running for office. The candidate’s name and picture were prominent in the ad, and he used the slogan “Service through Leadership.”
2018 Reader Review
Sorry for those of you who attempted the Reader Review Survey and found the link not working. The link is now open for anyone to use. I appreciate your feedback.
It’s 2018, and I need to hear from YOU. Would you take a few minutes (Seriously not even 5 minutes) and answer a few questions that will help me going forward?
Leaders are made, but what is it about some people that leadership seems like something intrinsic to who they are?
Every day you have an account with 1,440 minutes in it. If you’re getting the recommended amount of sleep per night, then you are using 480 of them on rest. Assuming you work a regular 8-hour job means that you just used another 480 on a workday. Taking away sleep and work right off the top and you’re already down to 480 minutes remaining in the day. It’s no wonder we can’t find time in the day to get things done.
Rudolph Giuliani is probably best known for being the mayor of New York during the attacks of 9/11, and his response during the events of 9/11 and the weeks that followed are an example of the leadership practices he put in place early on as mayor. Giuliani wrote in his book Leadership that one of the most important things a leader can do is learn the strengths of the people who work for him and then put people in a position where their strengths can be used to their fullest ability.
You already know that delegating is one of the most critical skills in your arsenal as a leader, and you know that delegating is beneficial to you, your staff, and your organization. What’s the best strategy for delegating?
You have way too much on your plate not to delegate. You’re a busy manager with a lot of responsibilities. You know that delegating is one of the most critical skills for any manager to develop. You tried to delegate, and you found that you weren’t really sure what you were doing. You’re not the first leader to try delegating and realize you don’t know what you’re doing.