Eric Jacobson On Management And Leadership

In  Nick Sonnenberg’s  book,  Come Up For Air ,  you’ll learn about his  CPR Business Efficiency Framework , which stands for:   C ommunication P lanning R esources   This framework focuses on eliminating the pain points most teams experience by optimizing these three operation areas foundational to every organization. “In my book, I show you the tools that will boost efficiency in all three of these domains and I provide you with a detailed blueprint for the most effective ways to use them,” explains Sonnenberg. He further shares that some sections of the book may be more applicable to managers, and some may be more applicable to individual contributors. “However, it is still integral that both roles understand all of the concepts within the CPR Framework as each one benefits the team as a whole,” says Sonnenberg. As you read the book, you’ll learn what Sonnenberg has learned through years of building a leading efficiency consulting business – that the primary reason why so many teams

Here are 10 behaviors, techniques and tips you can use to be an effective leader: Respond to questions quickly and fully. Take an interest in your employees and their personal milestone events. Give feedback in a timely manner and make it individualized and specific. Be willing to change your decisions. End every meeting with a follow-up To Do list. Support mentoring -- both informal and formal. Don't delay tough decisions. Do annual written performance appraisals. Explain how a change will affect employee's feelings before, during and after the change is implemented. Have face-to-face interaction as often as possible.

The next time you are interviewing a candidate and you want to access their leadership skills, consider asking the candidate these questions: What personal qualities define you as a leader?  Describe a situation when these qualities helped you lead others. Give an example of when you demonstrated good leadership. What is the toughest group from which you've had to get cooperation? Have you ever had difficulty getting others to accept your ideas?  What was your approach?  Did it work? Describe a situation in which you had to change your leadership style to achieve the goal? One leadership skill is the ability to accommodate different views in the workplace, regardless of what they are.  What have you done to foster a wide number of views in your work environment? Thanks to Sharon Armstrong, author of  The Essential HR Handbook , for these helpful questions!

You can't lead if your employees, team or followers don't trust you. Building trust takes  energy, effort and constant attention  to how you act. To help build trust, follow these 16 tips , recommended by author  Susan H. Shearouse : Be honest Keep commitments and keep your word Avoid surprises Be consistent with your mood Be your best Demonstrate respect Listen Communicate Speak with a positive intent Admit mistakes Be willing to hear feedback Maintain confidences Get to know others Practice empathy Seek input from others Say "thank you"

  “Workarounds are effective, versatile, and accessible methods for tackling complex problems,” shares the author of the new book, The Four Workarounds . “They are a creative, flexible, imperfection-loving, problem-solving approach. A method that ignores or even challenges conventions on how, and by whom a problem is meant to be solved.”   In Part 1 of this fascinating and instructional book, author and Oxford University professor, Paulo Savaget , explains what workarounds are and how to come up with them. And, then in Part 2, he digs into how to cultivate a workaround attitude and mindset, including how to reflect on the ways you typically see, judge, and approach obstacles.   “I also show you how you can systematically conceive workarounds to your problems and how your workplace can become more workaround friendly,” adds Savaget.   You’ll read intriguing and revealing stories of how some of the largest and scrappiest companies and organizations used one or more of the four workaround

  In their new book, Real-Time Leadership , leadership coaches David Noble and Carol Kauffman teach leaders how to use their unique MOVE framework to help leaders adjust their reflexive reactions and optimize their responses to any situation – including unexpected and complex leadership challenges.   The MOVE framework includes these four key elements :   M : Be Mindfully Alert . Attune yourself to the three essential dimensions of leadership: what you want or need to achieve, who you want to be as a leader, and how to help unlock others’ potential.   O : Generate Options . Identify at least four pathways forward by making decisions as each challenge requires, from slow and pensive, to whip fast.   V : Validate Your Vantage Point . Choose the best reality-based point of view – even if it wasn’t your own or initial thought. Leaders can be prone to missteps if they’re unclear on their perspective.   E : Engage and Effect Change . Do this first as an individual, then at scale – or all

The new book, The Empathy Advantage , speaks to anyone with responsibility for recruiting, engaging, leading and retaining the next generation of workers – a workforce shaped by the pandemic that fundamentally transformed the relationship between individuals and organizations.   Not surprising, managers at every level are struggling to adapt to this new dynamic, balancing both employee satisfaction and corporate productivity. Quiet Quitting, Great Resignation, and Great Reset have all become code words to describe the trendlines that have been building for years. Accelerated change driven by exponentially advancing technologies have made steep learning curves part of every day work.   Fortunately, book authors Heather C. McGowan and Chris Shipley , unpack the five interlocking trends that placed agency in the hands of workers:   The Great Resignation The Great Refusal The Great Reshuffle The Great Retirement The Great Relocation   …collectively delivering the Gr