The word ‘channel’ has various and differing meanings. I grew up on a ranch, and we had to get water to the grass and to the cattle. My dad and grandpa built ditches and canals to channel the water to specific places for specific uses. We had three TV channels that brought news and content into our lives from the outside world. There were cables and wires to channel electricity, in the right amount, to lights, appliances and other devices.
Guest post by James E. Lukaszewski
One of the most common weaknesses I see in crisis response is the lack of specific roles and assignments for top management. The result of this gap in crisis management is mismanagement, lack of management, or paralysis that afflicts leaders as they try to figure out what to do while things are leaking, stinking, burning, foaming and worse.
Rather than running the crisis response, six powerful leadership tasks need to be undertaken before, during and after a crisis erupts. In the course of directing client’s crisis responses and analyzing past failed management responses, it’s clear to me that crisis response success depends on having essential leadership responsibilities spelled out carefully for your senior team (or the leaders who survive):
Guest post by Annabelle Smyth
Learning how to communicate with your employees is vital to being a great manager. A leader that knows how to communicate and understands an employee’s situation is one that employee’s want to work for. Communication can improve teamwork, unity, productivity, and efficiency.
We live in a fast-paced world. We never have enough time to complete the agenda. The more we accomplish, the more the work seems to pile up. It gets overwhelming.
How do you deal with mounting stress? How do you keep your wits about you when the pressure to deliver intensifies? One method is to be brief in your communication.
Most organizations are made up of teams that work together to accomplish a common objective. Within those teams are individuals who are responsible for specific tasks. The combination of those tasks create the desired outcome. What is the secret to influencing others to work together effectively?
Guest post by Jüri Kaljundi
As a CEO, I make sure that at the end of the week I know what every member of my team is up to and they know that I know. Why? Because I believe that for most companies, especially start-ups, the greatest challenges can only be solved with a highly engaged and motivated team.
I think that it doesn’t come as a big surprise to anyone, but having a motivated and strong workforce is vital to every company. The problem is, that although, in theory, most leaders acknowledge the need for taking care of employees, only one third of the workforce in US is engaged at any given year. But engagement and worker happiness are not topics we can only talk about to make us look good. We must actually make them feel good. Continue reading
Guest post by Paul Axtell
One of the toughest jobs in the universe is to be a product or project leader with people who do not work directly or exclusively for you. Every team leader has faced these two questions at some point on every project:
How can I get people to take on work and deliver when they don’t report to me?
People are on multiple teams. Is it really fair of me to ask them to take on a lot of work?
Here are seven points that may be useful to you in finding approaches that work: Continue reading