Influence: The Power of Consistency

I have worked with a number of Executives who indicate they want to improve their ability to influence their subordinates, peers, and superiors.

In most cases, we, those clients and I, almost always start with building trust. Then we begin to dig into the issues of effective communications, justice versus judgment, and so on. In the never-ending effort to keep writings short, this article will briefly speak to—Consistency.   (Read more)

What's In a Name?

Ladies, a question, is it important what your job title is at work? Gentlemen, what do you think?

The Colonel Boggs opinion—you better believe a job title matters!

I have worked with an Executive whose job title was Director. This person was initially hired to run a small IT section of a complex company. She reported directly to the Chief Operating Officer. The other direct reports to the Chief Operating Officer have titles that read Senior Vice President.

The span of control for this Director is unusual. It includes two other departments, neither one directly related to IT and is on par with a few of the Senior Vice Presidents.

Hopefully, everyone reading this can see the endless number of issues connected with having the right title for the job being performed. It will have an impact on salary, future job negotiations, and promotions.

Equally important is a sense of self-worth and respect for a job well done.

I suspect there are many women facing this sort of issue. It is time to stand up for yourself. Taking on temporary additional duties is one thing. Permanent additions should trigger a job description review and or promotion.

Employ Your Team in Accordance With Capabilities

I am often asked for leadership advice based on my Marine Corps experience for use in business. This section is providing short leadership tips you can use in becoming an Exceptional Leader. Being good on any given day is easy. Being exceptional requires daily effort. Enjoy the read.

There is an easy way to ensure failure for a team—have them working on a task they are not prepared to accomplish.

I had a young leader contact me concerned with the task his supervisor gave him and his team to accomplish. The young man, capable and confident, yet not willing to push back.

Two problems—the Supervisor did not know his people and did not ensure they were trained and capable of performing the work. Second, the young leader, his first leadership position, was uncomfortable telling his boss he was not certain of how to accomplish the task.

I know that has happened to many of you reading this. What would you have done? I am looking forward to hearing from you.

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