The proof is in the purpose, or the problem. Whatever bugs you most may be a clue to your purpose as a leader. What’s your problem?
Continue Reading...Archives For energy
Do you bring energy to your own leadership development? Or do you need someone else to provide it? Leadership is a muscle. Either you make it stronger or it weakens by itself.
Continue Reading...
This is the 5th in a series of 6 articles on the attitude adjustments I had to make when I became a manager. With little management training and only a few managers to use for examples, my early management experiences were frustrating and demoralizing. I was drained, stressed and exhausted all the time. It seemed like everything was wrong.
Often in the workplace, a common solution to problems is to offer more training. Continue Reading…
My first management job felt like boot camp or pledge week for 2 years. Almost everything I did was wrong or hard, and I used to say “half of what I know and everything I didn’t know was bad.” It was a draining and trying time.
My life returned and my development as a leader progressed only when I started to embrace new (for me) ideas for leadership. I call those Attitude Adjustments. You can read about the others here. Today’s adjustment, the 4th in this series, is the idea that everyone leads.
This is the 3rd in a series of stories about my leadership journey. My first management position was less than successful. As I’ve moved beyond that job, I’ve learned about a few attitude adjustments necessary for leadership transformation.
The problems in my first management position stemmed from everyone having their own vision for the future. It occurred to me that, even though I was the boss, each team member was free to make their own choices. The scope of my leadership could never eclipse their power to choose. Everyone chooses the energy and the passion and the interest they bring to a job. We also may be free to chose the method. And for many even what they choose to do and the order they choose are up to them. Either your team chooses to do what was best for the organization or they didn’t. In the end, few people do things because they have to. They choose to do them because they believe the choices will get them where they want to go.
Mike Henry Sr. 