Our vocabulary has changed over the past year. I recently wrote on Forbes.com about some of those words. Here’s a phrase I didn’t write about: Zoom fatigue. A year ago, that wasn’t even a thing. Heck, most people had never used Zoom. Now, it is a well-known and oft-used term that everyone seems to understand.
There are more podcasts across more genres than ever, and that is certainly true for leadership podcasts. And within every genre, there are hundreds of choices in many different sub-genres. If you have ever had someone recommend a podcast to you, but you didn’t know where to start, we feel your pain. Do you start
“Can I give you some feedback?” is a question filled with emotion, for both parties. When and how should you ask it? And how should you respond to it? There are layers to these questions that are worth considering, especially when giving peer feedback. Let’s take a closer look. Your Intent We can assume that
Perhaps the toughest transition people make in their professional lives is the transition from being an individual contributor to being a leader. Many years ago, we started calling that the move “from bud to boss” and 10 years ago this week, our book with that title: From Bud to Boss: Secrets to a Successful Transition
In the world today, people are running hard and fast, many so focused on taking care of others – be that their children, spouse, clients, teammates, students or their patients – that they aren’t taking the time to take care of themselves. It’s gotten so bad, that I recently read about a nursing school that
Everyone has problems. Big problems, little problems, work problems, relationship problems. Pick an area of your life, and you probably have at least one issue you are dealing with. When you step into management, you pretty much become a professional problem solver. And if you haven’t received any kind of training on the subject (like
Our mission is to help as many leaders as we can become more effective so they and their teams can make a positive difference in the world. One could argue that the leaders in the best position to make the biggest positive change are those who lead not-for-profit organizations. And those might be the same
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