7 Deadly Mistakes That Leaders Make

Most leaders have good intentions and strive to be effective, but even the best form habits that can hold them back and cost them credibility, says executive leadership coach Lolly Daskal, author of the new book “The Leadership Gap: What Gets Between You and Your Greatness.” Daskal offers these seven harmful leadership mistakes that leaders make: A sense of omnipotence – “Leadership is all about humility,” Daskal says. An inflated sense of self-importance can lead to trust problems and make it difficult to build relationships. Moving too fast – Yes, business moves at a more rapid pace than ever, but one that is too fast for too long compounds the risk of errors – both big and small. The best

5 Essential Ingredients for Courageous Conversations

Open and honest communication is one of the most important elements to create strong relationships between employees and managers, yet recent research indicates that miscommunication pervades at least half of all business conversations. Technology is partly to blame, says Julia Felton of Business HorsePower, a British consulting company that specializes in leadership development. “Emails and texts can be taken out of context and, without any supporting body language to back up the conversation, they can fuel anxiety and in some cases, escalate beyond repair,” Felton says. Face-to-face conversations are more effective, but even they lead to miscommunication, especially when a manager is not confident enough to have difficult conversations about poor performance or other uncomfortable subjects. Having a clear framework

Are You A Windshield or A Rear-View Mirror Manager?

Why are some leaders more effective than others in developing their team’s skills and generating high-level performance? It’s the difference between being a windshield and a rear-view mirror, says Paul LaRue, a consultant in the hospitality and service industries, and the creator of the UPwards Leader blog. Rear-view managers tend to be reactionary, waiting for errors or poor performance to occur before taking steps to correct it. Windshield leadership is the opposite. “A windshield leader is always looking ahead and doing whatever it takes to avoid the hazards and potholes up ahead, even if they cannot see any yet,” LaRue states. The two styles of management often show up in all aspects of a workplace’s culture. Where rear-view management uses

Great Leaders Know When to Get Out of the Way

One of the most important roles of a manager at any level is to groom more leaders. One of the best methods for doing that, says Steve Keating, is to not lead – or at least not lead in the manner people traditionally think of leading. “If your goal as a leader is to grow more leaders, then you must first understand that leadership can’t really be taught, it must be experienced,” states Keating in a recent blog. Keating has more than three decades of experience training sales teams and sales management leaders. “You can tell your followers what leadership characteristics are important, you can talk about making good decisions and the sacrifices that Authentic Leaders make but you can’t

For Improved Motivation, Managers Must First Believe In Themselves

In a recent blog post, we discussed how companies are getting away from annual or semiannual evaluations of past performance and instead providing real-time coaching to improve future performance. It’s a sound strategy for making better use of managers’ time, but it runs into one major problem: A recent survey of more than 500 managers around the world indicates less than one-third (28 percent) feel they know how to help people change, and less than 10 percent are confident they can make behavior change stick. Less than half of the managers surveyed believe that efforts to change behavior actually work. “If line managers are the linchpin of the new performance management process, a 50 percent success rate is not good

Leadership Is Not About How It Looks

It’s often said there is no guarantee that a standout performer will make a good manager. Leading a team requires a different set of skills than being a leading producer on a team. Karen Dillon, a former editor of Harvard Business Review, says she learned this the hard way when she was promoted into a management position soon after landing a new job. Dillon says she was almost apologetic for landing the leadership role, which came at a time when her team was tackling a complex, first-time project. Wanting to impress her boss with her handling of the project, Dillon says her immediate instinct was to place everything on her shoulders. “I worked longer hours and assigned myself all the