Ask any financial planner, and they’ll tell you that they can see what is important to their clients just by looking at where they spend their money. People tend to focus their resources on what matters most to them – do we do the same for the culture we want to have in our organizations?
Social media provides plenty of fodder for blogger intros and pastoral sermon illustrations. I was reading someone’s posts a while ago in response to a police officer who froze up on the job. The writer commented that if they were faced with that situation, their response would be too quick and decisive to give them the chance to freeze up. Sometime later, that person was faced with a real-life situation where they did exactly what most people without training for such situations do – they ducked for cover and stayed hidden until the danger was gone.
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.
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.”
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.