The managers who consciously choose to act like a coach are doing the right thing for their team members. Because when a professional is fortunate enough to have a manager who acts as a coach, it dramatically increases the chances of reaching their potential.
Peter Drucker famously said, “Culture eats strategy for breakfast.” Drucker didn’t mean the strategy wasn’t necessary, but he did know that when a group of people are aligned with their values and beliefs, their habits and behaviors would be a more promising route to sustained success.
Most managers and leaders don’t recognize both the short-term benefit or long-term impact recognition has on their team members. Because of this, they aren’t doing enough of it.
Persistence is defined in the SkillsLoft assessment as doing something despite difficulty or delay in achieving success. In other words, it’s a shameless refusal to quit.
Your success is dependent upon perseverance, not brilliance.
Most leaders act and think like they are falling short because they aren’t perfect. They couldn’t be more wrong.
Imagine for a moment you’re an architect of a new commercial building. It is in a busy, up-and-coming part of
It doesn’t take a rocket scientist to figure out some people perform better than others. Not only do high-performing professionals produce better business outcomes, but they tend to be more engaged and help their team or organization be successful.
Everyone claims to be “so busy” these days. The truth is, we make time for what’s important to us. If you want to get in better shape, you make time for it. If you want to be a better golfer, you make time for it. The same is true in leadership.
A common piece of advice from executives trying to help less experienced managers is, “you have to delegate more.” While the suggestion of taking things off of your plate and putting them on someone else’s makes sense on the surface, the intention behind the ask makes the difference.
If you take nothing else from this column, I want you to take this:
When leaders delegate, it’s about them. When leaders empower, it’s about others.
Asking for help as a leader isn’t a weakness, it’s a strength. It demonstrates humility, vulnerablity, and trust in others.
