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A Failure To Act – The Leader’s 5 Most Damaging Inactions

Lead Change Blog

Reality can be distorted as both sides spiral into an us versus them mentality, inefficiency and stress surge, and bonds may be irreparably weakened. Asking the troops to work it out is a cop out; sometimes rolling up the sleeves, getting to the root of the conflict, and mediating a resolution is required.

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7 ways you maybe “killin’ it” with your leadership (and not in a good way)

Anese Cavanaugh

Why are they so messed up? Nod, repeat it back, breath, ask questions, engage, follow up, hug… do whatever is authentic for you to do when you’re truly present and listening. Clean it up so it serves them well. Why don’t they think I’m inspiring? What’s their problem? That person in front of you?

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Leading Those Who Don't Want To Follow | N2Growth Blog

N2Growth Blog

Accepting a person where they are, creates an bond of trust. Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help avoid conflicts. Great article. Keep them coming.

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The Three Decisions You Need to Own

Harvard Business Review

The best executives understand which ones they need to focus on and which ones they can delegate. While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people.

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You Can Be a Great Leader and Also Have a Life

Harvard Business Review

“It’s enabled me to have a bond with my daughter now that’s really amazing,” he said. ” So, when his daughter began lining up child care and preparing to go back to work after a three-month leave, the two grandmothers offered to take two days a week each. Learning to Work Differently.

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The Family Dynamics We Grew Up with Shape How We Work

Harvard Business Review

The late psychoanalyst Joyce McDougall described a “ theater of the mind ” whose script is written in childhood and reprised subconsciously in other settings as the child grows up. He saw his team as family and friends, while the company president used words such as “head count” and “bottom 5% of performers.”