Mark Graybill
Leading change can be touchy and difficult. How often have you felt the pressure from peers, whether implicitly or explicitly, to downplay an idea that might lead to positive change? If it happens to you often, the organizational culture around you may lean against change. In fact, I have written on fundamental tendencies in human
Leading change can be touchy and difficult. How often have you felt the pressure from peers, whether implicitly or explicitly, to downplay an idea that might lead to positive change? If it happens to you often, the organizational culture around you may lean against change. In fact, I have written on fundamental tendencies in human
The bullying-awareness climate marks an interesting turning point in human civilization. I don’t recall such a public focus on bullying before, even though bullying is something most of us have seen or experienced in our lives. We have an opportunity to evolve, so I hope the energy and momentum behind the public focus are sustainable.
Management author Bob Lewis once said, “Based on what I’ve seen, over the past few decades the performance appraisal process (really, practice) has become increasingly bulky and time-consuming for both managers and those they manage. The payoff for the additional time and energy diverted to this activity? So far as I can tell, managers hate
Effective leaders actively work to break the glass ceiling. For those who are not familiar with the term glass ceiling, it is a metaphor for the unseen but stubborn barrier preventing women from reaching the upper echelons of corporate America. The glass ceiling is an interesting concept, and the book that introduced it was one
The leadership fundamentals of trust and ransparency are probably the most important fundamentals of leadership that stand between ordinary results and extraordinary results. But what is transparency? If you Google “leadership transparency”, you find countless articles from reputable sources such as Harvard Business School and Forbes, and professional associations and leadership periodicals like About Leaders.
Thinking about remarkable leadership, it was over a decade ago, upon the recommendation of a friend, I read the book Leadership and Self-Deception: Getting Out of the Box (Arbinger Institute). I thought I was in for an intense course of remarkable leadership study from the title but was comforted somewhat by the fact it was
There is much to say on the topic of soft leadership skills and leading your direct reports. Not only are typical leadership concepts at play, but you are also shaping future leaders, whether you intend to or not. Direct reports will learn values, practices, and interpersonal scripts. They will also pick up on subtle things,
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