There is no harder job than that of being a new supervisor, especially if you are now leading those who have been your co-workers, peers and friends. Not only is this transition and role challenging; it is also incredibly important. If a new leader isn’t being successful, their credibility and confidence crumbles, the turnover within
Have you ever left a movie and talked with someone about it, and it seemed like the two of you saw two completely different movies? You each noticed different things, cared about different aspects and were moved in different ways by different parts of the film? Since we each have our own powerful perceptions, that
Most everyone wants to improve. And because you are here, you clearly value improvement – for yourself, for your team, and for your organization. There are many things that can help us improve. In one respect, that is the topic of most all my writing. But there is a fundamental, foundational factor that is required –
By Kevin Eikenberry, co-founder of the Remote Leadership Institute. Harvey S. Firestone once said “It is only as we develop others that we permanently succeed,” and boy, do I agree. By most measures, Harvey Firestone succeeded. He helped create an industry, employed thousands, and his enterprises continue to do so. Harvey Firestone clearly mastered strategic
Slackers can ruin the dynamic of any team—without doing a thing. When workers get lazy, their colleagues have to do more than their fair share. That results in overworked, stressed-out employees and mediocre projects. When they waste time on Twitter, make personal phone calls and take long breaks, lazy workers reduce productivity and, when their
How many times have you heard, “there is a schmuck in my office”? Maybe, you have made that comment yourself. In this episode, Kevin is joined by Dr. Jody Foster. Dr. Foster is the author of The Schmuck in My Office and a clinical psychiatrist whose practice includes corporate development that provides support and evaluation
In our workshops and training, we always advise leaders to give “meaningful” feedback. And this often leads to the question of… What do you mean by meaningful feedback? In today’s video, I’ll give you four tips on what meaningful feedback is (or isn’t). https://youtu.be/h5YBl3bammw?rel=0&showinfo=0 Feedback that is seen as meaningful is more likely to be
I often hear people say that they would work on their leadership skills if their organization supported them, if they had more time and resources, or any number of other similar (and flimsy) excuses. Well, I say, no more excuses! Here are six steps that anyone can take to become strong leaders – no ifs,
By Kevin Eikenberry, co-founder of the Remote Leadership Institute. Even if your employees work from locations across the globe, you must provide regular, consistent feedback about their performance, behavior and attitude. In fact, it’s the most important thing you can do, so it’s a skill you should continue to develop. Here are some great resources
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