“Assume capability, not intent,” is part of a military maxim used in intelligence. While somewhat more arcane when employed in intelligence, its shortened form can serve as an effective and simple reminder of how to approach those with whom we interact in the business world.
Have you ever sat in a meeting and watched the people around the table and started writing your own narrative about them? Your thoughts range from:
“He doesn’t care,” you say about one person.
“She has an agenda she’s trying to push,” you smugly say to yourself about another.
And then there is the inevitable, “He’s lazy and doesn’t want to get the job done.”
What’s the common denominator of such narratives? They are all judgment based and blindly come to conclusions about the intent of each individual, based on nothing more than opinion and feelings. As such they do nothing to enhance our personal and professional relationships and thus materially contribute to distrust, making them detrimental to how a team operates.
Tony Lee and Chris Cancialosi discuss imparting knowledge to younger workers, viewing knowledge as intellectual capital, the variables to consider when preparing for a transition in a company, pre-emptive knowledge transfers and what Chris’ deployment to Iraq taught him about the process of transferring knowledge. Listen to the podcast below and read the article here: How to Prepare for Leaders Leaving
In every organization, there will be people that you find to be “difficult”. The question is how to navigate these people in a productive way and that doesn’t cause excess stress for you or your team. What can you do? What you do say? What do you ignore? gothamCulture’s Chris Cancialosi discusses this topic with Wanda Wallace on VoiceAmerica Business Channel. Click here to listen!
Everyone has heard the term “servant leadership,” but how many leaders know what that means? Leadership is service – service to others – not service to oneself. I’ve served with two such leaders in my life – David Neeleman and Gordon Sullivan.
There is no shortage of research on the impact that boards can have on the performance and profitability of the organizations they serve. In today’s business context, boards face higher expectations, increased scrutiny by the community, press, politicians, and the street, and significant increases in the velocity of demands of their attention. These realities create a need for boards to be as effective as possible in driving profitability for the firms they serve. Board inefficiencies and lack of effectiveness are simply not something that organizations can afford. Setting up boards for success starts during the recruitment process and some recent research sheds some light on how to make this process have greater positive impact. Read More…
Chris Cancialosi’s article was just published in July’s issue of TD at Work.
How do organizations not only survive, but thrive in today’s new operating environment? By developing resilience and agility. Knowledge transfer is critical to this, and talent development practitioners are positioned to help companies prepare. In “Knowledge Transfer: The Key to Organizational Resilience and Agility,” Chris Cancialosi details:
what knowledge transfer is and why it is critical to organizations’ resilience and agility
the role of effective knowledge transfer in the future of work
ways to develop and strengthen an organization’s ability to effectively transfer and manage knowledge.
If you have worked in the professional world as a leader for any length of time you have undoubtedly found yourself managing a team member who was failing to live up to expectations. While it might be tempting to cut someone loose if their performance is sub-par, the turnover may cost more than you think.
Think back to the people in your life who you’ve advised, whose potential you’ve recognized, and whose talents you’ve used to help you discover and shape your own.
Didn’t that process feel good?
According to research, coaching others has positive psychophysiological effects that restore the body’s natural healing processes and improve stamina. “When we care enough to invest time in developing others, we become less preoccupied with ourselves, which balances the toxic effects of stress and burnout.”
The mountain of articles, posts and books written on leadership every year reflects two realities. First, people are very interested in how to be an effective leader. And second, leadership isn’t a one-size-fits-all endeavor. The lessons mined from one leader’s experience may not be applicable in a different context. More than offering leadership development, organizations can address this reality by creating a culture of leadership.
Creating a culture of leadership has four primary components: Self-mastery, Action, Relationship and Context.
The launch of a new strategic effort represents a key opportunity for senior leaders to set things off on the right foot. Unfortunately, many senior executives fail to grasp the importance that a well prepared and delivered executive kickoff can have on the success of a project team.
This may happen because some leaders don’t take the time to develop the skills necessary to ensure that their kickoffs meet the mark or because they don’t see the inherent importance that their presence, statements, and interactions with others can have on their staff. Whatever the reason, or reasons, taking the time and effort to adequately prepare for this leadership responsibility can certainly pay dividends. Read More…