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Help in Moving Forward - St. Ignace, Michigan, USA by Jana Reeg Steidinger (c)
I’m in the middle of a “few” projects right now. Few is in quotes because it is really a boat load. LOL! Yesterday, I was pulling together a very “rough” draft of a chapter. Rough is in quotes because it is really rough as in it will be bleeding when I finish the next edit. LOL!
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Boundary Waters Canoe Area Wilderness, Northern Minnesota by Emmaly Monfort (c)
One of the questions my research partner and I ask our participants is “What ‘crucible’ moment led you to determine that there might be no other choice but to leave?”
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The Appalachian Mountains by Barton A. Buechner
She was not taken seriously, she was not heard, and she did not feel valued (and could not trust the organization in any way after this situation). Her choice was easy after not being heard or valued: it was time to leave the company.
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Lake Tahoe at Incline Village, NV by Jennifer M. White
Why is it so hard to talk about the tough stuff in our organizations? Why is it that I see leaders constantly painting a rainbow picture of their leadership and organizations when it’s more like a toxic waste dump?
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An Afternoon at the Beach by Marya Wilson
I have had some very insightful conversations the last week about procedures as contracts. I define procedures as anything your organization uses to guide the organizational processes. Some organizations define them as policies, SOP’s, procedures, etc. Some talked about how procedures are boring. This was one was my favorite because they weren’t wrong, sometimes procedures are boring, but oh so necessary.
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Montana Mountains: Peace and Courage by Julie Furst-Bowe
I was having a conversation with a fantastic colleague (and friend!) recently. I was incredibly frustrated with a string of events that were creating some serious problems for a project I am working on. My colleague listened without judgment and helped me look at all sides of the situation and try to approach it from a more positive perspective. I love her for that.
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Lake Menomin by Dan Riordan
Management decisions like this won’t always make sense to us, but if managers and administrators don’t explain their decisions, it is quite hard to trust that they have the best interest of their people or their organization at heart.
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Sunset in Santa Barbara by Marya Wilson
Psychological contracts are those unwritten agreements in how we will treat each other (at least the 30K foot definition). I fully believe this is the most important contract we can shake hands on.
Read moreAs the semester winds down, this is usually crunch time. Most of us on campus are pulling our hair out, drinking coffee by the gallons, and grading papers by the billions (ok, an exaggeration, but it’s close). This semester is no different, except this last week was a blast.
Read moreThis last week has been one surprise after another. A lot of surprises were not-so-fun, but even “not-so-fun” is adventurous. Bring it! The one surprise I appreciate the most is several of my clients talking about the human side of leadership.
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Last week’s conversation sparked an insightful discussion with a dear friend about leaders and trust. He suggested that good leaders can be trusted. Those that don’t commit the time to developing trust with their followers truly aren’t leaders; they are only people in positions of legitimate authority or power.
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