Lead on Purpose

OCTOBER 15, 2011

Everybody knows it, and yet too many executives, VPs, managers or other so-called “leaders” seem to forget: it’s the people that make the organization successful. Career goals: What goals are your team members working towards in their current position? Do they believe your vision? Do you inspire them? What drives them?

Commitment 162

Commitment Definition Career Team 162

Lead on Purpose

SEPTEMBER 15, 2012

You brought your team together because you, or someone else in your organization, trusted in your employee’s ability to help your organization. Finally, having an end goal in sight that every member of the team is working toward will help you to lead toward that goal. Empower Through Delegation.

Examples 192

Examples Delegation Idea Generation Team 192

Lead on Purpose

SEPTEMBER 28, 2013

What drives innovation in your company or organization? Most forward-looking organizations rely on product managers to innovate their products, to assure their viability to the market, with the end goal of increased sales revenue. Do you have a group of “thinkers” who come up with the new ideas?

Innovation 160

Innovation Productivity Products Trends 160

Lead on Purpose

NOVEMBER 26, 2011

You have a common goal and a consistent purpose. Listen to them, consider their circumstances, show empathy, then move forward and make decisions that will be beneficial for everyone in your organization. The authors go into great detail about the importance of building camaraderie among the people you are leading.

Leadership 278

Leadership Long-term Open-book Engineering 278

Lead on Purpose

MARCH 23, 2013

Great leaders understand the responsibility of doing things right, making sure they’re accomplishing the goals they’ve set out for themselves and their organizations. Doing things right is a core to success. However, if you focus too much on planning, and don’t get to work making things happen, you might miss the bigger opportunity.

Agility 173

Agility Storytelling Software Planning 173

Lead on Purpose

AUGUST 31, 2012

In many organizations, performance is the primary measure of an employee’s value in the organization. But if your end goal is to build a more robust talent pipeline (and it should be), performance can’t be the only point of entry. High-performers stand out in any organization. Step One: Identify.

Management 214

Management Software Comparison Project 214

Lead on Purpose

FEBRUARY 23, 2013

Nobody listening to you makes it difficult, or even impossible, to achieve your shared goal. If you are going to be rewarding your employees with tangible items, set up a system where the reward is limited and certain goals need to be met to achieve them. It can be applied to the respect and rewards that are directed to employees.

Cialdini 253

Cialdini Consensus Bond Cooper 253

Lead on Purpose

DECEMBER 13, 2010

Set clear goals. Set goals that are clear, reasonable and attainable. By analyzing the details, you’ll have the right amount of knowledge to set and attain achievable goals. This will help create a customer-driven organization and will help build longevity between your company and your client’s business.

Taylorism 245

Taylorism Taylor Tactics Ethics 245

Lead on Purpose

SEPTEMBER 7, 2011

Their success depends, to a large extent, on people in other parts of the organization. The leadership role of the product team (PM, PO, PMM, UX) is critical to the success of any organization. Different factors such as the size of the organization play a role in where the product team reports. Give them opportunities to grow.

Productivity 180

Productivity Products Execution Leadership 180

Lead on Purpose

MARCH 31, 2012

The stated goal of the book is to help organizations overcome the “epidemic of active disengagement” that has become prevalent in many organizations. Mr. Rath sums it up this way: “Far too many people spend a lifetime headed in the wrong direction.

Quality 177

Quality Skills Books Follow-up 177

Lead on Purpose

FEBRUARY 6, 2010

He spoke about the director who organized the trip and what a great job he did in leading the people who went with him. Continued ability to inspire others that the goal is worthwhile (either for them or for the recipients of the goal, not for the leader). Almost all of “leadership&# lives in this on-going communication.

Leadership 133

Leadership Ethics Taylorism Taylor 133

Lead on Purpose

NOVEMBER 10, 2012

Through strategic leadership, a leader can guide a group or company through transitions, suggest creative yet practical ideas, see the big picture, and build relationships with other teams and organizations. In general, a leader gives directions, organizes, and delegates. What is different about strategic leadership?

Leadership 227

Leadership Education Short-term Competitive Advantage 227

Lead on Purpose

DECEMBER 23, 2011

That doesn’t have to be the scenario if employees understand the change, the strategies that will be used, and their role in accomplishing the goals. Equally important is that employees are instilled with the mind-set that they are capable of successfully executing the change strategies for themselves and their organization.

Kaizen 162

Kaizen Leadership Styles Leadership Motivation 162

Lead on Purpose

JULY 28, 2012

The politics of the workplace, the lack of willingness for employees to give an honest assessment of their management style or business behaviors means that many organizations are left with ineffective managers in place. Managers across the world certainly struggle when it comes to working out how well they are doing.

360-Degree Feedback 165

360-Degree Feedback Management Politics Survey 165

Lead on Purpose

JUNE 2, 2012

Product managers in coalition organizations know this all too well. How do you drive your goals when you are not in a line on an organizational chart? Instead, product and brand managers are organized into coalitions that serve as a resource one to another.

Leadership 200

Leadership Apparel Productivity Products 200

Lead on Purpose

OCTOBER 20, 2010

A few common methods include: The number of people reporting up through the organization The quantity or amount of product or services produced The “bottom line&# or income produced by the company The number of links, references or accolades to the leader or the organization Other methods that focus on things and not people.

Leadership 170

Leadership Bottom-up Long-term Taylorism 170

Lead on Purpose

MAY 19, 2011

In their book The Leadership Challenge , authors James Kouzes and Barry Posner highlight the importance of trust in developing job satisfaction: “Trust is the most significant predictor of an individual’s satisfaction with their organization.” Talk in terms of ‘our’: our vision, our values, our goals, our plans, our actions, our achievements.

Incentives 222

Incentives Open-book Environment Productivity 222

Lead on Purpose

JUNE 22, 2013

Authors Chip Heath and Dan Heath wrote the book Decisive: How to Make Better Choices in Life and Work with the following goals: “We want to make you a bit better at making good decisions, and we want to help you make your good decisions a bit more decisively. Spark constructive disagreement within your organization.

Open-book 233

Open-book Learning-by-Doing Team Building Proposal 233

Lead on Purpose

SEPTEMBER 27, 2010

They imply authority (or lack thereof) within an organization. Leader, on the other hand, implies someone who’s out in front setting the direction for a group or an an organization. The leader focuses on moving towards a higher, more valuable goal. They give outsiders a feel for who we are and what we do.

Management 169

Management Godin Marketing Blog 169

Lead on Purpose

OCTOBER 22, 2011

The lack of clarity contributing to the trust issues in your organization may be as simple as looking at your processes. Each job has many tasks that work together to effectively produce a product or a service that contributes to the overall goals of the company. Create an Employee Handbook. Teach Standard Operating Procedures.

Handbook 157

Handbook Covey Mission Statement Operations 157

Lead on Purpose

NOVEMBER 6, 2010

This powerful statement comes from Tommy Spaulding in his new book It’s Not Just Who You Know: Transform Your Life (and Your Organization) by Turning Colleagues and Contacts into Lasting, Genuine Relationships. We share common interests, goals, beliefs and causes. economy about $382 billion annually.

Review 157

Review Books ROI Loyalty 157

Lead on Purpose

DECEMBER 22, 2010

This site shares frequent updates on improving leadership throughout organizations. Rasmussen College : A college with the goal of helping students graduate with a degree, get a meaningful job and build a career. Lead on Purpose is slated to join their ranks shortly.

Blog 140

Blog Taylorism Taylor Ethics 140

Lead on Purpose

AUGUST 8, 2009

.&# According to Rodney Johnson , author of Without Warning: Breakthrough strategies for solving the silent problems taking aim at your organization , silent problems are one of the greatest challenges facing every organization, every business, and even public institutions.

Review 100

Review Books Open-book Taylorism 100

Lead on Purpose

MAY 12, 2009

Never discount your ability to make a major difference in your organization. Sounds like the goal for Bartz at Yahoo is something like “realign Yahoo products to the market&# , with action items including killing ‘space debris’ and formalizing the customer review process. This is the new corporate strategy for Yahoo.

Strategy 100

Strategy Stage-Gate Productivity Products 100

Lead on Purpose

JUNE 25, 2009

Are you the type of leader that passes “germs” to his team and organization with negative comments about individuals and management? Washing Your Hands – Kindergartners learn, if you don’t want to get sick or spread germs, you should wash your hands regularly. Every leader has to create, maintain and show integrity.

Class 110

Class Leadership Learning-by-Doing Productivity 110

Lead on Purpose

JUNE 29, 2013

Something interesting happens in a lot of organizations. Too many organizations operate on the idea that great managers make great leaders, and vice versa. Leaders, on the other hand, have a big-picture view of their organization; they keep one eye on where the business is now, and the other eye on where they want it to go.

Management 270

Management Bottom-up Leadership Styles Operations 270