Recently my wife and I were sitting on the porch drinking our morning tea. My wife was reading me a new affirmation she had received via social media about how COVID has presented the world with unique opportunities to reprioritize and focus on what is most important, yadda, yadda, yadda… I am sure like me you have received many of these affirmations and videos. Many of them rung true, some even touched and inspired me. In the same spirit, I asked my wife: “What gifts have WE received so far during the COVID era?” My wife and I generally feel very blessed in our lives and we frequently count our blessings. This has especially been […]
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Entries by gmader
As COVID progresses, leaders need to continue to develop their teams. In fact, in some cases, team development may be more important than ever. It seems that the leaders who developed their teams before COVID continue to do so with extra passion, while those who didn’t invest in development before or did it sporadically and/or poorly, continue in the same way.
Which category are you in? Are you developing your team?
Just like the smartphone revolutionized the way we live and do business, it is inevitable that COVID will transform the way corporations work and do their business.
Why is this transformation inevitable?
Survival is a very powerful instinct. COVID very abruptly required companies to shift the way they manage their employees and customers, and the way they conduct their business.
The last few months have certainly tested our mental stamina and resolve. One person I spoke to told me that COVID is easy for him because he loves to stay at home and not go out. However, I am sure that for most of us staying at home with minimal-to-no going out is a challenging proposition. I have been working virtually for many years, so I am quite comfortable working in a virtual-mode. However, working solely virtually without physical meetings and interaction with clients or going out of the house has been trying for me too. Repeated instructions like “Stay at home!”, “Stay in touch with family and friends” and “Stay 6 feet from others” […]
If you had to give yourself and your organization a mid-term mark (four months in) for how powerful you have been in leveraging the COVID era, what would it be?
Effectively completing a chapter can be a meaningful and powerful endeavor if you approach it with a deliberate and conscious mindset. Unfortunately, most people tend to focus more on starting a project and executing it, and when it reaches its end, they just move to the next one. We tend to underestimate the power and value of completing things effectively, not merely finishing or ending them. The dictionary defines ‘Finishing‘ as ‘Bringing a task or activity to an end.’ It defines ‘Completing‘ as ‘Making something whole or perfect.’ You don’t have to do anything for something to end. It is the nature of any cycle. Things begin, go through their evolution and end. A year, […]
A powerful quote by Alfred D’Souza, which I have shared in the past: “For a long time, it had seemed to me that life was about to begin – real life. But there was always some obstacle in the way, something to be got through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last, it dawned on me that these obstacles were my life”. Have you ever had the frustrating or upsetting feeling that you are moving too slow, or you are behind in achieving your life and/or professional goals? I had a conversation with a senior executive who has had a very successful […]
Some time ago, in a meeting I was facilitating, people were going around introducing themselves. One of the long-time veterans of that organization stood up and introduced himself in the following way: “My name is Bill. I don’t remember how long I’ve been here, but I have 64 months to go!” You would think that Bill represents a small minority of cynical people. However, my experience says otherwise. Unfortunately, I find cynical and resigned people at all levels of all organizations. When I ask senior executives, “How are your people doing?” I often get a stock answer of, “My people are excited and in great shape.” However, when I interact with the organization, I often […]
Often when managers and employees feel frustrated about other’s lack of accountability, and they describe the reality as: “They promised to do X and didn’t deliver!” there is more to the story than that. I have seen many times, in situations of conflict or dispute, person A insisting that person B promised to do or deliver something and simply did not do so, while person B denies ever having made the promise in the first place. Both parties feel frustrated and resentful. Each one believes their version of the story represents the facts and truth. However, in many cases, when both parties step back, look a bit deeper, and try to view the situation more […]
So often, when teams define their strategy, they tend to target activities instead of outcomes. For example, they promise: ‘Installing a new order shipping tracking system’ instead of ‘80% of our orders are shipped on time’; ‘Create a process that gives visibility to post-sales issues’ versus ‘all post-sales issues are resolved within 24 hours’; and ‘All sales employees have gone through our sales training program’ instead of ‘we have raised the average productivity of the sales team from 2 million per person to 3 million.’ While activities are essential for executing and delivering the results, they should not be the starting point of any strategy. The job of leaders is to make strategic choices about […]
There are two types of leaders – those who can only tolerate brutal honesty and those who cannot tolerate brutal honesty at all. Leaders who are relentless about driving a culture of open, honest, and courageous communication around them are typically extremely committed to high performance. They have zero interest in, or tolerance for, internal drama or politics. They operate at a high level of personal integrity, authenticity, and ownership. And, they expect and demand the same from people around them. They make it difficult – if not impossible – for people to get away with doing the things that undermine and weaken the organization, such as pointing fingers, adopting a victim mentality, indulging in […]
Employee performance is directly linked to their sense of ownership, commitment, and accountability for the success of their organization. Their passion, ownership, commitment, and accountability is reduced when they feel distrusted, disrespected, and/or under-valued by their managers and/or by the senior leadership of their company. By micromanaging their people, managers generate an environment of compliance and fear, which causes employees to play it safe and “cover their behinds” instead of stepping up and going beyond the call of duty to drive progress, overcome obstacles and pursue opportunities. Most managers who micromanage their employees suppress their spirit and performance. That in itself is a bad thing. But, it is also the wrong focus. Instead of trying […]
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