Great Leadership By Dan

FEBRUARY 19, 2008

In honor of President's Day (not sure where it came from.): “In his lifetime, Ronald Reagan was such a cheerful and invigorating presence that it was easy to forget what daunting historic tasks he set himself. He sought to mend America's wounded spirit, to restore the strength of the free world and to free the slaves of Communism.” That's how Lady Thatcher started her great eulogy of Ronald Reagan, summarizing in one sentence his personal qualities and his great achievements.

Leadership 204

Leadership Micromanagement Policies Covey 204

Great Leadership By Dan

FEBRUARY 23, 2008

Today’s global business environment requires more and more leadership teams to operate from a distance. So how do you provide effective feedback when you don’t see your leaders on a regular basis? Here are some guidelines for effective long-distance feedback. Don’t leave feedback to chance. Giving feedback to long-distance team members requires you to make a more formal effort.

Team 124

Team Guidelines Report Globalization 124

Great Leadership By Dan

FEBRUARY 24, 2008

Delegation, put most simply, involves the assignment of a specific task or project by one person to another, and the person’s commitment to complete the task or project. It is one of the most important skills demonstrated by successful leaders and one often neglected or overlooked by "overworked" leaders. Effective delegators spend time planning work assignments and organizing resources to achieve business goals in the most productive way possible.

Delegation 121

Delegation Guidelines Short-term Long-term 121

Great Leadership By Dan

FEBRUARY 23, 2008

The ability to think creatively is a valuable thinking skill that leaders can apply when faced with problems that require a fresh approach. What is creative thinking? It’s the ability to generate fresh alternatives, visualize new possibilities, formulate new approaches to getting things done, and open yourself to new information that does not support your existing assumptions about the way people should do things at your company.

Creativity 120

Creativity Efficiency Environment Process 120

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How To

Great Leadership By Dan

FEBRUARY 16, 2008

Think “what if?” With every idea or course of action under consideration, ask yourself and others, “If we implement this idea, how will other units and stakeholders be affected? What might be the long-term ramifications of this decision?” Broaden your perspective. When making an important decision, resist any urge to choose quickly from the first few alternatives that emerge.

Tips 120

Tips Long-term Resistance Magazine 120

Great Leadership By Dan

FEBRUARY 16, 2008

We all dread it – the feedback session to: · Address a serious behavior or performance issue · Deliver news that will be an unpleasant surprise to the recipient Tough feedback is just that. tough. And while we may not ever get to a point where we look forward to sharing difficult information, there are ways to make these conversations less difficult.

Tips 120

Tips Document Review Follow-up 120

Great Leadership By Dan

FEBRUARY 2, 2008

It’s easy to recognize the employees in your organization who bring in the biggest revenues or win awards, or the A players. But there are others that are also important: those who consistently meet expectations but are not standout performers. While these B players may not seek the limelight, it’s still critical for managers to recognize, value, and grow these employees.

Leadership Development 120

Leadership Development Development Leadership Seminar 120

Great Leadership By Dan

FEBRUARY 16, 2008

The Center for Creative leadership’s research on executive success and failure identified the significance of “derailers”, and how they differ than just mere weaknesses. They studied leaders who made it to at least the G.M. level, but then their careers had involuntarily stalled, or had been demoted, fired, or asked to take early retirement. A derailer is not just a weakness.

Leadership 121

Leadership Self-aware Career Teamwork 121