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If you find yourself in a difficult position, make an unreasonable request – you might be surprised by the result. On Friday, April 13 I received an unreasonable request from a colleague at Benedictine University. He asked if I would come to Benedictine and teach an Executive Ph.D. course on organization change the following Wednesday, Thursday, Continue reading Unreasonable Request Saves the Class  One of the myths the students and managers in my leading and managing change classes persist in believing is that people don’t “buy in” to a change is because there is something they don’t understand. They are mistaken. Implicit in this “myth of understanding” is the belief that understanding is the key to agreement, acceptance, and Continue reading Understanding Does Not Mean Agreement, Acceptance, or Action I was recently asked by a manager in one of my classes what she could do to increase her credibility. I told “Keep a Due List and follow up on it.” Most people have some form of a “To Do” list, which lets them know the things they have to do. But credibility and a reputation Continue reading To Be More Effective, Keep A Due List I recently talked to Jeremy, a staff member whose organization is changing from one type of work structure to another. Prior to the change, each work unit in the organization made recommendations on how the allocation of work in their area, who should do the work, and the timelines that should apply. According to Jeremy, Continue reading Absence of Communication Undermines Reputation and Future Change Managers undermine their integrity in following a “don’t tell them” strategy. The topic in my leading change class today was integrity and its impact on a leader’s ability to effect change. Integrity was defined as honoring your word and doing what you said you would do by when you said you would do it and if Continue reading Not Telling Them Undermines Integrity Why is there such a high failure rate among projects? One reason is that there is a gap in the soft skills of project managers. Although project managers are well trained in the technical “hard” skills of risk assessment, project planning, etc., little attention is given to interpersonal or people skills – the so called Continue reading Missing Communication Skills Doom Projects All of us have failed to keep a promise we made to someone. It might have been we forgot to make a call, failed to get something done on time, or only did part of what we said we would. And even though we may have a good reason for breaking our promise, there are Continue reading What Happens When Promises Aren’t Kept? Leadership occurs in communication, both verbal and nonverbal. Verbal communication, however, does not mean just talking. Talking is not the same as communicating and not all talking is equally effective. If it were, all of us would have a much easier time doing the things with other people. One aspect of leadership communication is creating a Continue reading How Leaders Can Create New Contexts Credibility is essential to being an effective leader. One of the most powerful ways to build credibility is to own up to something that didn’t work and apologize for it. When Ed Koch was mayor of New York, he was concerned about the number of accidents resulting from bikers darting in and out of traffic. Determined Continue reading Want More Credibility? Own Up and Apologize |
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