We have a problem. Most of us are using old leadership techniques that no longer work.
Here’s a case in point. I met Cyrus a few years back. He was a manager who insisted on being involved in every decision that concerned his department. He was still living in the old world, where one person could keep up with all the decisions concerning their department. Not surprisingly, he received horrible performance ratings and burnt out quickly.
Leadership Rules for our Networked World
Today, in our flattened, hyper-paced world, leadership is no longer about commanding staff and controlling work. Instead, leaders are called upon to influence people who don’t report to them, direct higher-ranking employees, and gain commitment from people with little interest in their vision.
We need networks to be successful. But don’t make one of these notorious networking mistakes.
Have you ever had the feeling that you’re not networking correctly? You might be making one of these notorious networking mistakes. They’re some of the most common ways people undermine themselves while networking:
Read on to see if you’re making these mistakes and, if you are, how you can correct them.
For more, visit this article, which was just posted on Inc.com!
If you’re the black hole in your department, consider how to leverage your network to get out of your way and get more done.
Managers are responsible for product delivery, project implementation, new ideas, and service improvement. But all too often, things don’t go as planned. If you’re in this situation, you might gain feedback like this:
- You’re not performing up to expectations
- You need to do better
- Brush up on your time management
- Your staff lacks skills and knowledge
- Your department is under-resourced
You may have worked on this feedback without satisfying results.
What do you do? Consider this: You might be getting in your own way.
The technology vice president of a local financial services company was frustrated. A bottom-line strategy depended on the success of a recent reorganization. Unfortunately, the reorganization was not generating the expected results. In fact, people were behaving just as usual, despite new reporting relationships and a redesigned divisional structure.
This situation is more often the case than not: leaders design and institute strategies that fail to achieve results. According to a 2006 McKinsey survey, only 38 percent of change initiatives were completely or mostly successful at improving performance.
In other words, even when strategies are successful, they don’t come close to returning intended results.
Despair that you’ll never be gregarious or outgoing enough to succeed at networking? Never fear, introverts. Here are 3 strategies for making connections using your own unique gifts.
I am an introvert. My consulting business blooms or withers largely on the basis of my networking prowess. Fifteen years ago, this painful dichotomy kept me up at night.
I signed up for a networking event in Washington, D.C., and the anticipation proved nearly as damaging as the networking itself: What was I going to talk about? How would I start conversations with complete strangers? What if everyone ignored me? By the time the event date arrived, I was a basket case.