• Using Power To Command Presence and Build Influence

    Power: Why Some People Have It And Others Don’t – Part 2

    Learn how to use power to command presence, live longer and how to gain more of it within your organization to be a an effective leader.

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  • Are You Giving Your Employees Too Many Second Chances?

    Dealing with underperforming employees is never easy, but are you giving them TOO many second chances? If so, here's what you can do about it.

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  • 5 Ways Top Organizations Create ‘Performance Chemistry’

    5 simple, yet powerful behaviors successful leaders demonstrate and instill in those they lead in order to execute a mindset of continuous improvement.

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  • The 6 Truths Of Creating & Building A Strong, Supportive Business Team

    There are 6 truths for creating strong, supportive teams in the workplace that reoccur across time, gender, industry verticals, and national boundaries.

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  • The 6 Truths of Creating & Building a Strong, Supportive Business Team – Part 2

    Our second article in this series explores the final 3 truths of creating and sustaining strong, supportive business teams in the workplace.

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  • How To Effectively Develop Leadership Resilience

    Being a leader can be stressful. Click to learn how to develop leadership resilience so you can persevere and remain effective.

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Power: Why Some People Have It And Others Don’t – Part 2

Using Power To Command Presence and Build Influence

The following post is part 2 of an excerpt from a recent Leadership Leverage radio show. The interview has been edited for clarity and length. Start with part 1 here.

Dr. Denker: I wanted to explore the topic of power – why some people have it and others don’t.

In our discussion today (read part 1 here) we’ll learn what power is, how to get it, and how to use it to bring about change to get things done, and how it can help you be a more effective leader.

To help us navigate this journey, we’ll be speaking with Dr. Jeffrey Pfeffer, a distinguished and popular educator, author, and international consultant.

Dr. Pfeffer is the Thomas D. Dee Professor of Organizational Behavior at the Graduate School of Business at Stanford University, and he’s the author, or co-author of 13 books.

Dr. Pfeffer’s latest book entitled “Power: Why some people have it and others don’t” is the focus of our dialogue today, and is a fascinating read as to the central message that intelligence, performance, and likeability alone are not the keys to career success.

Instead, self-promotion, building relationships, cultivating a reputation for control and authority, along with projecting a power demeanor, are vital drivers for promotion and success.

==> Start with part 1 here

Read More Power: Why Some People Have It And Others Don’t – Part 2

Are You Giving Your Employees Too Many Second Chances?

“ I don’t understand why Betsy keeps missing deadlines. I keep telling her how important they are, and she keeps promising to do it, but things just never seem to change. She’s a great employee in so many other respects, I just don’t get it.”

Does that sound familiar?

Many of us have faced a situation like this at one time or another.

A person reporting to you keeps falling short on the same issue time after time. Maybe it’s meeting deadlines, as with Betsy above. Maybe it’s making too many small mistakes and not paying attention to details.

Whatever the exact nature of the problem, the common elements in these situations seem to be an employee who keeps missing the mark in some area and a boss who keeps giving him or her a second, third, or fourth chance.

As a supervisor, this can be a tremendously frustrating situation.

You want your people to succeed.

So you keep trying to fix the situation.

You try feedback and reminders.

You might sometimes offer lavish praise when you see small progress.

You reinforce the message over and over, to the point of “sounding like a broken record”, as one client told us.

But all to no avail.

The person appears to hear the boss’ feedback, seems to understand the issue, often appears sincere in promising to do better, but the end result is the same: the person slips back consistently into the unproductive behavior.

Read More Are You Giving Your Employees Too Many Second Chances?

5 Ways Top Organizations Create ‘Performance Chemistry’

Are you continuously improving, or sliding backward?

What makes one organization successful in driving high performance, and another stutter and stall?

For organizations committed to performance excellence, this is a critical question to answer.

This was the case with a recent client that consisted of several business units.

The client was lamenting the fact that they were having to replace a business unit CEO because, in part, the incumbent was unable to effectively execute a Continuous Improvement agenda and instill a quality mindset organizationally.

According to the client, this lack of continuous improvement in leadership caused the business unit to lose market share to competitors.

With all the hope and optimism that comes with the potential of new beginnings, this client looked forward to the next CEO.  They turned to us for direction on identifying the right candidate – someone capable of successfully driving continuous improvement.

With no room for error, this was a critically important decision and the client wanted to be confident in their approach to the selection process.

In short, they wanted a way to “know ‘em when they see ‘em.”

Our experience from working with many companies, several who are part of the Fortune 500, and our own research with close to 100 companies around the world, including several considered high performers within their respective industries, has shown that one of the key ingredients to achieving high performance is what we refer to as a company’s “performance chemistry.”

What is “Performance Chemistry”?

Read More 5 Ways Top Organizations Create ‘Performance Chemistry’

The 6 Truths Of Creating & Building A Strong, Supportive Business Team

Leaders in every organization talk about building the team, working as a team, and “my” team. Yet few understand how to build and create a strong, supportive business team.

Why is this?

Because most skilled company executives and managers are exploring ways to improve business results and rightfully so, view team-based organization structures as the best design for involving employees in creating business success.

No matter what you call your team-building efforts – whether it is continuous improvement, total quality, or lean manufacturing – you are striving to improve results for customers.

Unfortunately, few organizations are pleased with the results their team efforts produce. If this describes your organization, then you will gain a tremendous edge by learning what our experience has shown in helping organizations across North America and Europe to build and create strong, supportive teams.

We call these “truths” because they have stood the test of time.

That is, in our work spanning over 25 years, these truths of creating strong, supportive teams in the workplace continue to re-occur across time, genders, industry verticals, and national boundaries.

The Six Truths to Creating a Strong, Supportive Team are:

  • Truth One: A Sense of Commitment
  • Truth Two: Showing Appreciation
  • Truth Three: Sharing Positive Communication
  • Truth Four: Spending Off-Line Time Together
  • Truth Five: Shared Values
  • Truth Six: Cope with the Unexpected

Let’s review each and provide some practical actions on what you can do to ensure success in your quest for creating a strong, supportive team in your organization

Read More The 6 Truths Of Creating & Building A Strong, Supportive Business Team

The 6 Truths of Creating & Building a Strong, Supportive Business Team – Part 2

In Part 1 of this article, we started talking about the 6 truths of creating and building a strong, supportive business team, and detailed the first 3 truths.

In this post I’m going to share with you the final 3 truths so you can get started creating and developing your own team using these strategies.

Truth Four:  Spending Off-Line Time Together

group of people with surf boards

Strong, supportive teams make a conscious effort to spend off-line time together.  They know that this type of time helps build relationships and helps to create a feeling of team identity.

Off-line time together can involve eating meals together, participating in community events, celebrating special events, holidays, or just plain “hanging out.”

To spend off-line time together try the following:

How To Effectively Develop Leadership Resilience

Effectively Develop Leadership ResilienceLeadership resilience revolves around effectively dealing with work related problems, pressure and stress in a professional and positive manner.

All leaders at every level face stress, frustration, criticism or rejection from time to time.

In short, it comes with the job!

Nevertheless, being able to persevere when things do not go as planned, to remain positive under stressful circumstances, or to accept criticism from others and use it to make things better, are often what differentiates highly effective leaders from their peers.

In our executive coaching work with hundreds of leaders across most industry verticals, two domains emerge that are key distinguishing traits between being effective and ineffective in this foundational leadership competency.

Let’s look at each and provide specific actionable strategies on how you can be better within each one.

Read More How To Effectively Develop Leadership Resilience

The Truth About Executive Coaching:

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The Truth About Executive Coaching:

An Honest, No-Holds Barred Look At An Often Misunderstood, High-Return Investment In Your Key Talent

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