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The bulletin of December 02, 2009 discussed how most leaders don’t balk too much when I encourage them to put their thoughts on the table—and how they often struggle when it comes to tabling their feelings. Remember, there are serious and significant consequences when you don’t “cough up” about how you feel about a burningRead more

When working with leaders to help them become even more influential, I notice that our discussions frequently turn to how important it is, especially when they are experiencing those stronger thoughts and emotions, for them to be candid about what it is they’re thinking and how they’re feeling. Most leaders don’t balk too much whenRead more

In coaching sessions is it normal to talk about things like getting fit, having holidays and work/life balance?” was a question Mark, a leader I coach, asked last week. “Well, let’s look at it this way—How might the fact that you’re not exercising at all impact your effectiveness in your leadership? How does the factRead more

Some of the leaders I coach are simply too task-focussed! Well, being “too task-focused” is not exactly the real issue. It’s that these leaders are insufficiently “people-focused”. In their effort to get the job done they burn people up and consequently the job doesn’t get done! One leader I met a couple of years agoRead more

Would you like to feel personally more satisfied, more often? And at the same time achieve better results? Here’s a subtle, simple and reliable approach that I highly recommend to you…   Crafting What You Want When coaching leaders through a difficulty, I notice that one of their biggest shifts comes from this one question:Read more

Let me get straight to the point. The primary cause of most of your discomfort, when it comes to what makes a “tough” communication tough, is… …not being prepared to say what needs to be said. Usually when you’re putting off initiating a discussion, or when you’re having trouble in a conversation, it’s because you’reRead more

Tony, a CEO I’d just started working with, in one sense had an appreciative leadership team! They were grateful that Tony was always willing to listen to their issues, understand their situation, empathise with them and go all out to support them. However problems were brewing, problems that eventually erupted… Two members of Tony’s leadershipRead more

With great regularity, team members tell me they’re not receiving enough feedback from their leaders—which, in itself, means that the team member’s not getting the support or encouragement they need to do a great job. Most people are working somewhat in the dark when it comes to knowing enough about where they’re right on trackRead more

Here’s how you, as a leader, can add significantly to your organisation’s bottom line. Your last bulletin looked at the major determinant of whether or not your people are putting in that extra bit of effort—that “discretionary effort”. And what is that determinant? It’s the characteristics and behaviours of you, their leader! Both the GlobalRead more

Think…more juice from each lemon! Think…passionate team members who are thrilled to find ways to contribute to customer loyalty, increased sales and decreased expenses!Think…committed employees, lower staff turnover and enhanced productivity! Imagine…how would it be if every single one of your leaders and employees were passionate about these things that have a very real impactRead more

Think about it—a fair amount of the stress you take on board is because you’re putting off confronting those “difficult” conversations, isn’t it? Your last bulletin discussed an essential key to making difficult conversations a lot easier and less stressful—by pointing your finger inwards—never out towards them, only in towards you (click here to viewRead more

A previous bulletin described what I perceive is THE most critical mistake that leaders make—not providing enough quality feedback to their team members. This bulletin discusses what I perceive is the second most critical mistake leaders make—and what you can do about it… It’s foolhardy really. Every leader I’ve ever met absolutely knows that theyRead more

The most critical mistake leaders make is that they don’t give their team members nearly enough feedback! Hmmm, I’m wondering…if this is the most critical mistake leaders make, is it a trap that you fall in to? During 360-degree feedback interviews, when I ask “Where could your leader be better aligned with an exemplary leader?”Read more

These steps will help you consistently model exemplary leadership. Your last bulletin encouraged you to be conscious of what’s been tugging at your anxiety-strings and to start reining-in your imagination. It promised you a straightforward, researched, three-step method for zapping your uneasiness and creating calmness. And here it is…   Step 1: Manage Your PhysiologyRead more

You notice that you’re not at your best when you’re anxious, don’t you? Whether it’s sports, relationships or business, anxiety is clearly detrimental to peak performance. Sure, a little stress is a good motivator, but does yours sometimes grow into impeding anxiety? The facts are that when you’re very calm, relaxed and centered (aka “inRead more

Does your team have explicit and agreed team goals? And does your team have a crystal clear agreement about how it will work together? When I’m helping teams become very-high-performing-teams, these are amongst the first things I investigate. They are a couple of the very important foundation stones for real team success. In fact, I’veRead more

Your last few Bulletins have been looking at how to create very-high-preforming-teams. Most recently we’ve looked at the consequences of finger pointing, the need for team members to wear a team-hat and how trust can diminish because of interpersonal differences. In this Bulletin I’m asking you the question…“Is your team so focussed on productivity atRead more

Your last two Leadership Bulletins examined how to tune teams for high performance. The questions they asked were: “When there’s conflict, where’s your finger pointing?” “Are your team members always wearing their team hat under the hat of their particular function or department?” This Bulletin will continue to help ensure you’re doing whatever you canRead more

Your last Leadership Bulletin began a discussion about how to get your team really humming. It discussed the need for all team members, 100% of the time, to be wearing their team hat. Let’s now look at another critical way to get traction with your team’s performance…   Where’s the Finger Pointing? Occasionally teams haveRead more

How would it be if you always felt exceedingly proud of your team—proud because you absolutely knew that they steadfastly focused on their shared purpose, and therefore maximised their contribution to productivity and profits? In my work I get to see lots of teams in action. Some of them hum along really well. They’re theRead more