Ann Clifford, owner of Safari Solutions, shared the following comment on the first post in this series: “I’ve found that the best leaders are passionate about their mission. Assuming your mission goes beyond just making money, your enthusiasm and dedication to carry out your mission is embraced by your team. Your team will respect you for what you do and how you do, rather than your position title.” Very good comment Ann.
Stop the Email Madness
One of the most controversial disciplines we teach is an email system that will save hours of time for you every week if you embrace it. Half our clients love it, and half run for the hills when they hear it.
Firing Uncle Joe
The most difficult challenge for a business leader or manager is dealing with the poor performance of a long tenured employee, especially when that employee happens to be a family member or friend.
3 Steps to Adjust Your Business Structure As You Go
In prior posts, I have discussed various aspects of structuring your business properly. In this post, I want to just focus on making ongoing adjustments to your structure.
Adding new positions or seats to your company structure, changing your Accountability Chart , can have a significant functional and financial impact on your company, so such decisions need to be made carefully with the right people sitting at the table. The same is true when you remove seats. Keep in mind, even when you see things clearly as one leader or manager, others may not be seeing the same thing, so you must always strive for getting everyone on the same page.
Leadership Team Development #6 – Your Why
It is always a challenge to keep individuals and organizations focused, but that’s what great leaders do. Distractions abound, but great leaders have an internal compass that keeps them from drifting off course.
Leadership Team Development #5 – Your Core Values
If you have been an organization for a while, it’s very possible that the vision that existed at the beginning isn’t clear anymore, or perhaps it just doesn’t fit the organization today. Perhaps you’ve merged with or acquired another organization. Maybe you have a new partner. Whatever your history, when you look out across your entire organization now, can you say everyone is on the same page, heading in the same meaningful direction? If not, how do you get that single vision back with everyone engaged and rowing together?