Regular one-on-one meetings with their direct reports is the most effective leadership tool available to leaders. We recommend having these sessions at least bi-weekly and every week if possible. The leader should take careful notes during and after each session, including: Did the direct report accomplish what they said they were going to? What are … Read more
When communicating and giving feedback, leaders should use questions rather than statements for a number of reasons. When leaders ask questions and solicit solutions, they gain commitment to the execution of that solution since the direct report feels empowered. Secondly, they expand the direct report’s critical thinking ability when they ask questions, probe for answers, outcomes, … Read more
Successful companies set goals. Without them, they have no defined purpose and nothing to strive for; consequently, they stagnate and struggle for meaningful accomplishments. Goals are steppingstones to an end result. They must be present in every business plan and become a regular part of ongoing business operations. A leader’s goals and those of their … Read more
Leaders, when defining jobs, should assign a percentage of time to the major accountabilities. This helps the incumbent know how to focus their time. In an Inc. article, Yuriy Boykiv, CEO of the New York-based global advertising agency Gravity Media, breaks down his time as follows: 50% Psychologist, 25% Sales, 15% Finance and HR, and 10% … Read more
Every hiring manager should have a repeatable selection process consisting of three phases: job and candidate definition, screening, and evaluation. Here is how a hiring manager knows if they have an excellent selection process: Do employees respect the new hire for succeeding in the selection process? Would employees cringe if they had to go through … Read more
In his controversial book, Frames of Mind – The Theory Of Multiple Intelligences, Howard Gardner introduces the theory of seven different intelligences: linguistic, musical, logical, spatial, kinesthetic, intrapersonal, and interpersonal. Gardner defines interpersonal intelligence as: the ability to read the intentions and desires of other individuals and act upon this knowledge (Frames of Mind p. 239). … Read more
Critical thinking is more than using logic or problem solving. The critical thinking tests many hiring managers use for selection and development measure how well an individual recognizes assumptions, evaluates arguments, and draws conclusions. Recognizing assumptions includes reading between the lines, defining/redefining issues and exploring different points of view. Evaluating arguments is the ability to … Read more
Past performance is always the best indication of how well a candidate will likely perform in a new role. Interviewing and assessing candidates provides useful insight, but If you have ever applied for an advanced area of study (or know someone who has), you know submitting references is a major step in the application process. … Read more
History is filled with examples of teams of underdogs that unexpectedly go on to accomplish great results. Conversely, there are examples of seemingly great teams filled with stars that fail to meet expectations. The difference is leadership. Effective leaders are focused both on getting the right people AND getting people right. Getting people right is … Read more
Many entrepreneurial minded leaders have read Traction by Gino Wickman or Rocket Fuel by Gino Wickman and Mark C. Winters or have learned about The Entrepreneurial Operating System® from other sources. They are intrigued by the idea of hiring an Integrator to run the day-to-day operations side of their business. In recent years, with a … Read more