Evaluating leaders for their “people skills” is not the same as evaluating their effectiveness. Being effective is not a personality thing.
About Laurie Ford
This author has yet to write their bio.Meanwhile lets just say that we are proud Laurie Ford contributed a whooping 170 entries.
Entries by Laurie Ford
We often make leadership sound like a lofty and desirable role, while making management sound useless and misdirected. Maybe we should think again.
Sometimes we are so sure we know what other people need and want that we don’t talk with them about it. We just go ahead and give them our solution, then wonder why they don’t appreciate it.
We used to think people should “just do their jobs”. That day is pretty much gone. Now that we need to reinvent the job – often, and sometimes every day – we’d better get really good at productive communication.
The US president has reduced the White House press briefings to once a month, and those conversations could go to zero soon. An article about the Die-out of Press Briefings says Trump told his Press Secretary not to bother with briefings anymore. That’s a mistake. I remember when my boss, in a job I held […]
Dear Manager/Supervisor: Want to find out what your people say are the biggest problems they have in getting their jobs done properly? Here’s how.
Sometimes people get resigned about where they find themselves in their work or their life. (Been there!) It’s good to find a way to have some new conversations with people who can offer a new perspective, or a new access to another approach, another path. Communication is the key.
Procrastinating on our unfinished chores and projects is natural. Maintaining an effective “Results Wanted” list – and doing the work to check things off that list – isn’t hard either. But we sometimes forget that’s what it takes to get some things done.
We complain at work about scarce resources, or a lack of accountability, but the same conversation can fix both of those problems. It also helps – a lot – if you can clarify the difference between doing work and delivering results. (And it’s a big difference!)
We specify our work goals, and our intended results, and (sometimes) remember to give solid deadlines. But we often forget an important piece of our work specifications: the collaborators, resource-providers, authorities, and beneficiaries of our productive work.