According to a 2014 Gallup poll, companies, 82 percent of the time, appoint the wrong person to a management or leadership position. That's a staggering number.
According to a 2014 Gallup poll, companies, 82 percent of the time, appoint the wrong person to a management or leadership position. That's a staggering number.
According to a Fox News article written by Suzanne Venker, women’s achievements in the workplace are dooming their marriages. As women are increasingly “groomed to be leaders rather than to be wives, [they] become too much like men. They’re too competitive. Too masculine. Too alpha.
Great teams are led by great leaders, and great leaders all share traits that are absolutely essential to their ability to lead. These are the 5 most important traits leaders--if you're a leader, they will transform the way you lead for mind-blowingly rewarding results.
I suggested that she should look to use recognition more. To thank her team for the work they did, tell them a good job.
In 2007, Popeyes Louisiana Kitchen was in deep trouble. Their profit was stagnant, and the company stock price had taken a nose dive to $13.00. The brand suffered, and franchise owners were butting heads with corporate. It was a big mess. Enter current CEO Cheryl Bachelder.
"You never stop learning how to be a great boss," according to a flowchart infographic from Headway Capital. But having the responsibility of a boss can also be a great challenge.
In recent years, several new veterans organizations have popped up to help our men and women in uniform transition from the service to civilian life.
Kim Scott, co-founder of Candor, Inc., has built her career around a simple goal: Creating bullshit-free zones where people love their work and working together. She first tried it at her own software startup.
Are you a good leader? How do you know? In a startup culture that is obsessed with management by metrics, many founders struggle to answer this critical question about themselves. It’s tempting to measure leaders simply by the success of their businesses.
Esther is a well-liked manager of a small team. Kind and respectful, she is sensitive to the needs of others. She is a problem solver; she tends to see setbacks as opportunities. She’s always engaged and is a source of calm to her colleagues.
As an Engineering Manager it’s not always obvious where to allocate time for maximum impact. Time spent in 1:1 discussion with my direct reports is the highest leverage time in my calendar and it’s the de-facto place I go to every week to see where I can make a difference.
Business leaders have many tasks to accomplish and prioritizing stuff can be hard. Yesterday I wrote about the need to “do fewer things, more often” in which I described that frenzied world we live in and why the shiny objects and distractions stop us from living up to our true potential.
Kim Scott had one thing to do that day. She was going to price her product. It was the year 2000, she was the founder and CEO of Juice Software, and she had blocked off her whole morning to make this decision.
Like most 25-year-olds, Julia Rozovsky wasn’t sure what she wanted to do with her life. She had worked at a consulting firm, but it wasn’t a good match. Then she became a researcher for two professors at Harvard, which was interesting but lonely. Maybe a big corporation would be a better fit.
Few topics have received more attention in talent management than motivation, defined as the deliberate attempt to influence employees’ behaviors with the goal of enhancing their performance, and in turn their organizational effectiveness.
Autonomy may be the single most important element for creating engagement in a company. How can anyone feel engaged, let alone inspired, if she feels that some supervisor is always looking over her shoulder? But autonomy is a double-edged sword. On the one hand, it spurs creativity and involvement.
If you asked the world’s most successful business leaders what it means to “be strategic,” how many different answers do you think you’d get? Consider this number: 115,800,000. It’s the number of unique links returned when I searched online for “strategic leadership.”
Have you ever wondered about internal organization dynamics and why some groups of people (who aren't on the same team) are more successful than others? Why different “tribes” inside the organization seem to be at war with one another lowering performance in increasing politics? Why certain gro
When is a project finished? For most of us, it seems pretty simple: when we ship the product or launch the service. But we need to take a step back and consider what “done” really means. Most teams in business work to create a defined output.
I’ve spent many years referencing Wikipedia’s list of cognitive biases whenever I have a hunch that a certain type of thinking is an official bias but I can’t recall the name or details. It’s been an invaluable reference for helping me identify the hidden flaws in my own thinking.
Collaboration is crumpling under the weight of our expectations. What should be a messy back-and-forth process far too often falls victim to our desire to keep things harmonious and efficient.
Leadfully (a service of SYPartners) recently published this Q&A about my work helping CEOs and leadership teams achieve better results through strategic storytelling. I’m reposting it here with their permission. RASKIN: Leadership is the art of inspiring others to make a story come true.
Smart leaders understand that their job requires them to identify trade-offs, choosing what not to do as much as what to do. Grading the importance of various initiatives in an environment of finite resources is a primary test of leadership.
Leaders know that low employee engagement is a sign of lost value—it’s clearly something they want to fix. But most of them don’t know how, so they provide random perks, hoping those will move the needle. It’s much more effective to create a culture of trust.
At Etsy, COO Linda Kozlowski spearheaded international expansion, unified and started growing its marketing plans, began redefining the company’s brand, launched a new communications strategy, and kicked off the integration of user feedback into product development — all in about six months.
An evolutionary geneticist, a professional gambler, and a business school professor walk into a bar. What might appear to be the start of a horribly nerdy joke is simply a scene that could happen any evening at the Santa Fe Institute (SFI) in Santa Fe, New Mexico.
At the start of 2016 Google announced that it had discovered the secret ingredients for the perfect team.
When Jared walked into a meeting to discuss a new marketing approach for a product, the conversation didn’t play out well. Five minutes into the dialogue, the product manager, Françoise, started interrupting him with questions he was planning to address later in the pitch.
These days it seems like most people have too much on their plate. Everyone complains about feeling overworked. So how do you tell your boss you simply have too much to do? No one wants to come across as lazy, uncommitted, or not a team player.
You’ve probably seen this diagram before. It elegantly shows that product management is the intersection of a diverse skill set. Its simplicity has made it one of the most successful product management memes out there, and it’s done good things for the discipline.
It’s easy to lose perspective when we’re facing a thorny dilemma. Blinded by the particulars of the situation, we’ll waffle and agonize, changing our mind from day to day. Perhaps our worst enemy in resolving these conﬂicts is short-term emotion, which can be an unreliable adviser.
Senior leaders want to believe that delegating a task is as easy as flipping a switch. Simply provide clear instructions and you are instantly relieved of responsibility, giving you more time in your schedule. That’s the dream. In reality, we all know it almost never works that way.
A few months ago, my friend Tim took a new sales job at a Series C tech company that had raised over $60 million from A-list investors. He’s one of the best salespeople I know, but soon after starting, he emailed me to say he was struggling.
So much depends upon managers. For example, a Gallup study found that at least 70% of the variance in employee engagement scores is driven by who the boss is. This is disconcerting because the same research found that about 70% of people in management roles are not well equipped for the job.
We all have things that we want to achieve in our lives — getting into the better shape, building a successful business, raising a wonderful family, writing a best-selling book, winning a championship, and so on.
Talent is what separates the best from the rest. The best-performing companies simply have better people. Right? That’s certainly what we thought before Bain & Company launched its in-depth investigation of workforce productivity.
Mental toughness can take many forms: resilience against attack, calmness in the face of uncertainty, persistence through pain, or focus amidst chaos. Below are eight lessons from eight of the toughest human beings I know.
In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control.
Explained in 10 sketchesAssigning TasksDelivering NewsConducting 1:1sGiving FeedbackDealing with TurbulenceFor more detailed reads of the sketches above:Managing with Martians — or, why frameworks are better than answersSo, You Think You Want to Manage — what is management? and why woul
When we’re starting out on a new goal, we’re full of energy and enthusiasm. We eagerly make changes and take steps in our new direction in the first few weeks. But as time goes on, the newness wears off. Our energy drains, and we lose sight of our goal.
The fog of war envelops every battlefield.
Let’s just get this out there: on paper, I’m a terrible CEO. I avoid going into the office, I only meet with my team a couple times a week, and I especially hate giving speeches, coming up with vision statements, leading meetings, and all the other CEO-y stuff you read about in HBR.
You’ve gone beyond proving that you’re a star in your field. You survived grad school (although exams and student loans may still cause night terrors), advanced in your career and have notable achievements under your belt.
If you ever have to step up and manage people, it can be pretty difficult to figure out the best way to do it in a way that both works with your personality and gets the job done. This flowchart can help you figure out—in broad categories, of course—what type of leader you might be.
With well over 50 billion dollars to his name, Warren Buffett is consistently ranked among the wealthiest people in the world. Out of all the investors in the 20th century, Buffett was the most successful.
There’s been lots written about how Internet businesses should build software, from books like The Lean Start-Up, and posts from Google Ventures, but not many examples where startups open up their process and show how it really happens.
There are two primary mental shifts that occur in the lives of all highly successful people. Many make the first, but very few make the second. Both of these shifts require a great deal of mental stretching from conventional and societal ways of thinking.
Why don’t successful people and organizations automatically become very successful? One important explanation is due to what I call “the clarity paradox,” which can be summed up in four predictable phases: Phase 1: When we really have clarity of purpose, it leads to success.
When it went public in 2011, over a decade after the company’s founding, Pandora employed fewer than 40 engineers.
“People don’t quit bad jobs, they quit bad bosses,” according to an old saw. Our research suggests there’s truth behind this saying: bosses matter far more for employee job satisfaction than any other factor we measured. But what makes someone a great boss?
It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.
If you're even a semi-regular reader of mine, by now you know I love the reality series The Selection: Special Operations Experiment, which airs Thursday nights at 10 p.m. EST on History. (Or you can catch up on the show's site.
We all know that job satisfaction often hinges on the quality of the relationships we have with our bosses. Yet in today’s rapidly evolving, 24/7 workplaces, it’s not always clear what managers should do to create the most satisfying work experiences and the happiest employees.
When individual contributors are tapped to manage large-scale projects, oversee direct reports, or participate in strategic planning, they need to develop new skill sets on the fly — skills such as interpersonal dexterity, emotional agility, and communication savvy.
I saw a dear friend a few days ago. I stopped by to ask her how she was doing, how her family was. She looked up, voice lowered, and just whimpered: “I’m so busy… I am so busy… have so much going on.” Almost immediately after, I ran into another friend and asked him how he was.
The booming growth of machine learning and artificial intelligence (AI), like most transformational technologies, is both exciting and scary.
This article is by Dave Girouard, CEO of personal finance startup Upstart, and former President of Google Enterprise Apps. He’s well known for building Google’s enterprise apps division into a $1B+ global business. Here he shares his tips for making speed fundamental to your company.
It is critically important for the founders of a company to intimately understand the company’s key performance indicators (KPIs). Founders cannot hope to grow a company in any meaningful way without an almost obsessive focus on its KPIs.
Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us.
No one can deny the power of a good quote. They motivate and inspire us to be our best. 14. "Twenty years from now you will be more disappointed by the things that you didn't do than by the ones you did do, so throw off the bowlines, sail away from safe harbor, catch the trade winds in your sails.
In my college days I ranked among the top 10 women divers in the United States. I got that far not just because I worked hard — practicing every day in four-to-six-hour sessions — but also because I had an extremely tough coach who routinely offered both caring support and sharp criticism.
Management guru Henry Mintzberg once observed, "The great myth is the manager as orchestra conductor. It’s this idea of standing on a pedestal and you wave your baton and accounting comes in, and you wave it somewhere else and marketing chimes in with accounting, and they all sound very glorious.
What most influences your company’s bottom-line performance? The answer will surprise you—and make perfect sense: It’s a leader’s own mood. Executives’ emotional intelligence—their self-awareness, empathy, rapport with others—has clear links to their own performance.
I spent a lot of time in 2016 doing mentoring, advising, and consulting. Many conversations revolved around building product management teams, and through those conversations, I’ve got to reflect on the lessons I’ve learned from past PM roles.
In the article "Malcolm Gladwell Got Us Wrong," the researchers behind the 10,000-Hour Rule set the record straight: Different fields require different amounts of deliberate practice in order for someone to become world-class.
Sound familiar? Looking back, I realize I used my work to try and fill a void in myself. The problem was that this void was like a black hole. No matter how many hours I worked, it never seemed to fill it up. If anything, it made me feel worse.
Some people have the gift of gab, and can talk to anyone about anything. And some people struggle to make small talk. What separates the two isn’t knowing what to talk about; it’s polishing up your communication skills so you can keep a good conversation going.
For weeks I had been researching what science has to say about the power of charisma. Why do some people so clearly have it and others don’t? Why do we fall so easily under its influence? Charismatics can make us feel charmed and great about ourselves. They can inspire us to excel.
It’s a classic tale. Your company’s driven, visionary founder manages to lead your start up to takeoff and hit rapid growth mode. But then something happens, and everything starts to bog down.
Why is it that managers are typically running out of time while their subordinates are typically running out of work? Here we shall explore the meaning of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates.
Great leaders, especially in large organizations, aren’t really people. They’re mental images. They may be flesh and blood to the senior team and the assistants in the C-suite, but to people in outer orbits, from operational departments to business units, they are imaginary constructs.
Half an hour had passed and I sat in my car, waiting for my habitually tardy friend to arrive so I could help her move. Resentment and anger started to build. But when she texted, “So sorry, be there soon,” I replied, “No worries! Take your time :) ” I’d had it.
One of the hardest things in life is to know when to keep going and when to move on. On the one hand, perseverance and grit are key to achieving success in any field. Anyone who masters their craft will face moments of doubt and somehow find the inner resolve to keep going.