Entries by gmader

Make your meetings more effective!

One of the most common complaints I hear in organizations is “too many meetings.” I believe in most organizations there are too many meetings. However, I also believe that what is causing and augmenting people’s frustrations about meetings is the fact that most meetings are ineffective. They don’t produce enough and they don’t leave people […]

How to make clear commitments and fulfill them

I was coaching a senior management team of a successful technology company. The management team wasn’t operating or being viewed as a strong leadership team. One of the main complaints managers and employees had was that the senior team didn’t make enough clear decisions in areas that needed change, especially in areas of divide and […]

Is your team a high performance team?

What is a high performance team? A lot has been written about this topic. I would like to keep it simple. For me a high performance team is: A team that is truly cohesive, aligned and trusting Everyone has each other’s back and people feel they are “in this together” Team members address and discuss […]

Are you coachable?

When it comes to coaching, it’s important to remember:

– Not everyone wants to be coached
– Not everyone needs to be coached
– Many have no control over who they coach and who coaches them

As a people manager, there is often an expectation that you coach and mentor members of your team. However, being someone’s boss always doesn’t provide a sufficient foundation for successful coaching.

Are you dreaming big enough?

Most teams approach strategy development by looking in their rear-view mirror. Starting from their present reality, they review their past successes and shortfalls. They analyze their capabilities and means. And, based on that analysis they project their expectations into the future – typically coming up with ‘best case’, ‘worst case’, and ‘most likely case’ scenarios. […]

How committed do you have to be?

Commitment often plays center-stage in our lives. Whether we are trying to lose weight, get in shape, get a promotion, make more money or achieve objectives, we often think in terms of being committed to the cause.

If we want to achieve an objective we know “we have to be committed.” When our friends and colleagues give us advice they often accuse us of not being committed enough, and they tell us to be “more committed.” And, when we fall short in our desired outcomes, we often beat ourselves up and feel guilty about the fact that we are simply “not committed enough”

On the other hand, some of us take commitment to the extreme opposite. We are so obsessed with carrying out our commitment that we often act with extreme intensity and drive ourselves to serious stress. We plan our every action, measure our every milestone or intake, announce our every achievement and fall apart with every setback. Our friends and colleagues often look at us with worry. They regard us as obsessive and fanatics and their advice is often to lighten up, chill or simply “stop taking your commitment so seriously!”

So, the question is: “How committed do we need to be to succeed?”

What is the most important aspect of any Organizational Transformation?

In most organizations, when people talk about Organizational Transformation, they typically mean a major reorganization or restructuring, a process re-engineering initiative or a system and tool upgrade. These things are very important, and at specific times in the evolution of a company they may be just what the organization needs in order to reach the […]

Are you a narcissistic leader?

I was speaking to a senior executive of a global technology company about leadership. During our conversation, he made an intriguing declaration: “I’d rather be a dwarf that manages giants, than a giant that manages dwarfs”. It was obvious to me that he was referring to the difference between narcissistic leaders who always take the […]