Lead Your Team

Are you still looking for that answer book that tells you if you’re managing people correctly? Aren’t we all? Here are three things to have in place to help make sure you’re doing the best you possibly can.

Are your team members contacting you constantly when you’re out of the office – unable to proceed without your approval or guidance? Chances are you’ve fostered that environment. Here are some things to think about if you feel tethered to your team.

Everyone hates giving feedback and conducting one-on-ones, right? That doesn’t mean you’re incompetent as a manager. There are reasons, all of which are repairable! Have a listen and see what I mean.

Do you dislike managing people? Here are 6 key elements that will help bring you the ease and confidence you desire. Additionally, you’ll create a reputation for being a manager who builds high performing teams and attracts and retains top talent.

An organization exists to fulfill a purpose. Roles with responsibilities are created for people to fill. Those people are receiving payment in exchange for their services. If they’re not doing the work, you’re paying them to harm your organization.

What do you do when you’re a leader and ambiguity steps in? Your team may freeze and stop performing because they don’t believe they have a path forward. Here are a few suggestions for getting people back on track.

Very few of us are born knowing how to do this. But as managers, if you keep people who don’t work hard and don’t get the job done, you disengage the very people you want to keep. Here are some things to consider before deciding if it’s time to let go:

Some people stay married to their problems, because solving them could be too identity-changing. But as leaders, nurturing your problems is not leading anybody, and it’s destructive to an organizational culture. Get some help and find someone who can fuel your mind.

Have you noticed that when people feel offended, they’re often offensive in response? That’s not effective, and it’s certainly not leadership. When you have the positional authority in a relationship, it’s incumbent upon you to be the one who is cautious and thoughtful about the words you use. Here’s how:

Are you overwhelmed by all the things you need to get done in your personal and business life? The solution is to exercise the restraint of committing to everything. You don’t have to say yes to everything to be a good person. Here’s how to let some of it go.

Are you being yourself or pretending to be someone you’re not? Pretending attracts people who aren’t really your people and creates relationships that aren’t authentic. It’s okay to not have all the answers, but it’s your job to be resourceful and seek out the help that you need. Take a risk. Be yourself. Good things will come.

Who is your team? What is your team’s identity and is it what you want it to be? As a manager, your behavior and belief systems and interaction with your team are reinforcing some kind of brand. Don’t just let it happen. Set it with conscious intention.

Do you have a toxic tangerine on your team? Let me show you how to move forward quickly and deal with the issue. Don’t wallow in your angst. Deal with the situation before they spoil the whole bowl of fruit.

It’s normal for people not to like each other, but it’s not okay for them to treat each other badly or avoid each other at work. Here’s how not to turn into the referee.

Are you one who rarely apologizes or are you an over-apologizer? As leaders, our ability to acknowledge our own errors is instrumental to the health of the team. Here are some suggestions for when and how to deliver a genuine apology.