Precision Leader Development

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The Power of Admitting Your Mistakes

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“I was wrong.” “I am wrong.” “I may be wrong.” How easily these words come to a person and how willing they are to say them can be the difference between success and failure. They can be the difference between creating or reducing trust and building or destroying a relationship. They can be the difference between growing a business or losing a business. They can be the difference between saving lives or losing lives. I…
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Be a Great Receiver of Complaints (Even Those That Seem Unreasonable)

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How do you manage less-than-positive feedback? This is an area I need ongoing work in. A person sent a long story to me in which he shared his frustration regarding how he was treated by someone in an organization he was dealing with. He did not send this story so I would contact the organization, but to vent and get my opinion. I know the top person in the organization he is frustrated with. When I…
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Want More Autonomy? Focus on Achieving Goals.

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In the dictionary, the definition of autonomy is most often based on the core notion of self-government or self-determination. My experience in working with many organizations is that many equate autonomy with being trusted. It is often seen as the opposite of micromanagement. When a person in leadership is asked how they feel about working for someone, it may be viewed as a positive statement if they say, “I like it, they leave me alone.”…
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Great Leaders Don’t Dwell on Problems. They Quickly Move to Solutions.

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One does not have to look very far to find articles on the problems organizations are facing. Financial challenges. Staffing shortages. Lack of supplies. Burnout. Communication shortfalls. These are all valid issues. Good leaders identify the problems; the best leaders do that and find solutions. A culture of solutions must be cultivated. A good place to start is when a person brings you a problem, ask the question, What do you recommend?  It matures the workplace. When…
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Know When It’s Time to Seek Help from an Expert

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Imagine that you go to your primary care physician. After an exam and some testing, the physician refers you to another physician who has more experience in your situation. Often this person is called a specialist. While a referral can cause anxiety, your physician made the right call. During their medical school, physicians rotate and have experience in all medical areas. They specialize during residency in an area of their choice. They know that other physicians…
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It’s Crucial to Base Promotions on Performance Metrics

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I was recently asked this question: Quint, what are your thoughts on people who are not achieving what the organization states are important objectives, yet are promoted anyway?  Digging deeper, I found out this question was not about hourly workers moving to first manager/supervisor positions, but about promotions for people already in leadership roles. It is nothing new for employees to wonder why some promotions are made. If they already have a high degree of trust…
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It’s Best for New Leaders to Adjust to the Organization (Not the Other Way Around)

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I was reading an article that stated that when you get a new boss, you get a new job. The point was that when a new boss shows up, things change. I experienced this in one of my jobs. A new boss came in with his own agenda and his own way of doing things. At times, a big change may be what is needed (for example, if the organization is under-performing). However, in most…
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Creating Critical Mass to Move People Through Change

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When I started writing this weekly column in 2016, I felt it would be short lived—not due to my desire but because I felt I would run out of material. This turned out not to be so. You, the readers, are so helpful with suggestions on topics and questions. I also benefit from being out and about. Just in these last couple of weeks, I have been fortunate enough to be in Camden, New Jersey;…
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Don’t Skimp on Employee Recognition…But Be Careful That It Doesn’t Backfire

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I often get letters from people who read this column. Recently, a reader shared that the organization they are part of had given out awards to some people who did not seem to achieve the success they were recognized for. This is a valid concern. How can a manager be recognized as a great manager when their employee engagement is low? How can an employee be recognized as an excellent employee if they are not…
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Dealing With Less-Than-Flattering Employee Engagement Results

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I am grateful that CEOs, owners, and others contact me to discuss their employee engagement results. Due to many impacts that could not be anticipated, most organizations have experienced a decline in these results. They had expected a dip in engagement; however, the dip has been worse than expected. Most of us, when we receive data that we do not like, may respond in a variety of ways. We will discuss some predictable reactions later.…
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