Tag Archive for: Management

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Image of evaluation with the blog post title: 2 Questions for Leaders to Improve Performance

2 Questions for Leaders to Improve Performance

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Image of evaluation with the blog post title: 2 Questions for Leaders to Improve Performance

We’re doing ten posts on lifelong learning. It’s hard to believe but we’re already at the ninth podcast in the series. In this episode, we want to discuss leadership, and while we always talk about the importance of personal leadership here, today we’re going to focus on leading others.

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When the performance of someone in your charge falls short of expectations, there are two very important questions to ask.

Let’s pull out the Professor’s whiteboard for: 2 Questions for Leaders to Improve Performance.

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image of people in an executive suite with title: Get promoted to senior management

7 Steps to Get Promoted to Senior Management

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image of people in an executive suite with title: Get promoted to senior management

Why settle for mid-level on the corporate ladder when you could get promoted to senior management? Take these seven steps to soar to the top.

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On The BIGG Success Show , we discuss climbing the corporate ladder – all the way to the executive suite. Here’s a summary of our conversation.

It’s great to get promoted. It’s even better to put yourself on track for upper management.

The sooner in your career that you determine this is your goal, the more likely you will achieve it.

That’s because you may make different choices if you want to get promoted to senior management. For example, in select cases, you may choose a lateral move to another department instead of a promotion within your department.

Here are seven steps to get promoted to senior management.

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The First and Foremost Task of Entrepreneurial Leadership

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Your resaon is the glue for BIGG SuccessWe saw an interesting article over at the Forbes site on why companies need a Chief Reason Officer. We disagree.

But we may be wrong.

Listen to this post! Click a player to hear George & Mary-Lynn on The BIGG Success Show! (Duration 4:02)

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[haiku url=”http://traffic.libsyn.com/biggsuccess/00844-011013.mp3″ title=”The BIGG Success Show #844″]
We’re wrong if you run your business like an Undercover Boss.

  • If you can’t see past the ivory tower
  • If you don’t know what’s going on in your employee’s lives
  • If they don’t even recognize you

Then you need a Chief Reason Officer.

We’re wrong if your primary focus is your next quarterly report.

  • If you, knowingly or unknowingly, sacrifice the long-term for the short run
  • If you place cost-cutting ahead of innovation
  • If you put profit over people

Then you need a Chief Reason Officer.

We’re wrong if you can’t see people.

  • If you only see markets, niches, customers, accounts or contacts
  • If you can’t see people in pain, people who want a better life, people who need help

Then you need a Chief Reason Officer.

  • If you only see employees, staff, personnel, associates, team members, human resources, human capital or human assets
  • If you can’t see people with families and friends, people with a life outside of work, people with cares, concerns and stress that may or may not be related to their work, people trying to make the most of their lives, people with emotions, people just like you

Then you need a Chief Reason Officer.

We’re wrong if you’ve buried your head in the sand.

  • If you’re too old to pay attention
  • If you’re too close to retirement to take any risk
  • If you choose to ignore the rapid changes taking place today and refuse to adapt accordingly

Then you need a Chief Reason Officer.

Your first and foremost task as an entrepreneurial leader

“Your Reason” is the first and foremost task of entrepreneurial leadership.

“Your Reason” is the glue that holds everything together.

Crafting the Reason for your firm’s existence, sharing it with your people, keeping it constantly in front of everybody inside and outside your organization, and making it the foundation for all of your business decisions is the primary focus of successful entrepreneurial leaders.

  • Your company’s culture flows out of that Reason.

    It attracts people to your firm and keeps them there, all because your Reason clearly tells them the difference you will make together.

  • Your best people – the people you want – sign on to a Reason and the culture that stems from it.

    That’s it! They must understand your Reason so they can do their best work, make the best judgments, and so you can accomplish what you set out to do.

So whose job is it to keep the Reason front and center?

YOURS! As an entrepreneurial leader who wants to be a BIGG success, you know this is far too important to delegate to someone else.

And yet, if you do it right – every single one of your people will see themselves as Reason Officers.

Customer Service shouldn’t only happen at the desk beneath the sign. Keeping your Reason at the forefront is too BIGG a job for just one person.

Make it everybody’s job for your BIGG success!

What do you think? Should companies have a Chief Reason Officer?

Direct link to The Bigg Success Show audio file | podcast:
http://traffic.libsyn.com/biggsuccess/00844-011013.mp3

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Does Playing Dumb Lead to Success as an Entrepreneur?

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You can be too smart for BIGG Success

Are you too smart for your own good? It’s kind of funny how far playing dumb can go.

We have an entrepreneurial friend who hired an employee. When this employee first started, he wanted to show everyone how smart he was.

The problem was that he kept alienating people – customers, co-workers, suppliers and even our friend.

Our friend went to work. He started mentoring the employee. Our friend helped the employee understand that, in an attempt to look smart, he was coming across as arrogant.

The employee started working on it. Boy, has he come a long way in the years since. And now he’s buying our friend’s business.

After all, he was bright. It’s just that he accomplished a lot more by playing dumb! Sometimes it leads to BIGG success!

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Should Entrepreneurial Leaders Manage by Consensus?

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Does managing by consensus lead to BIGG SuccessWe saw a great study about Millennials [PDF] and how they would run the business of tomorrow. The researchers had two teams create a model company.

Neither of them selected a CEO. They chose to run the company by consensus.

No one person was in charge; ideas were. The best ideas ruled.

Great concept. Too bad it won’t work.

Entrepreneurial leaders should not manage by consensus.

Should you get your people involved in every way you can? Yes.

Do you want to listen to your people’s ideas? Of course.

Should every person in your organization have a voice? Absolutely.

But management by consensus is no different than management by committee. The name may have changed but the results remain the same.

In the worst case, decisions don’t get made. So the organization flounders.

Only slightly better – when decisions do get made, it takes longer. It’s the death knell in today’s fast-changing world.

The buck has to stop somewhere. All the kumbaya has to end. Someone has to take all the information and make a decision.

The process can be democratic but the decision-making can’t.

Your people should be given the opportunity to offer their input. They should know it is heard. It may even be acted upon. When it is, they should be given recognition.

Entrepreneurial leaders should focus less on reaching consensus. It takes too long.

Focus more on building consensus. Help your people understand the “why” behind the things you do in your organization. It leads to BIGG success!

How do you build consensus?

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