Archive for DanielMcCarthy SmartBlogs
Want to be a better leader? Try improving your vocabulary.
No, I’m not talking adding the latest management and leadership buzzwords or jargon to your repertoire. If that’s what you’re looking for, try the Wall Street Journal’s Business Buzzwords Generator. You’ll be able to walk around uttering leadership gibberish such as “Moving forward, it’s time to act with strategic vector and transform our team bandwidth” and “Looking forward to 2015, ideation will be key to our ability to impact the solutions holistically.”
I’m talking about adding some powerful phrases to your vocabulary that will engage and motivate, encourage people to come up with ideas, and inspire commitment.[…] Continue Reading »
There’s a LOT of advice out there on leadership and management — almost as much as you’ll find on dating, careers, and how to raise your kids.
Actually, most of it’s pretty good, or at least not bad. I rarely come across an article in my daily SmartBrief on Leadership newsletter and say to myself “Well, that sure is a crock full of hooey!”
However, I’d recommend running away as far as you can from the following pearls of leadership and management wisdom:
1.[…] Continue Reading »
I’ve managed formal succession-planning systems for a number of large companies and consulted with quite a few smaller companies. I network with others that do the same, and keep up with the latest succession-planning current practices, trends, and challenges.
I’m a bona fide succession-planning insider, and I know what goes on behind the scenes.
Here are 10 things your company probably isn’t telling you about succession planning:
1.[…] Continue Reading »
Empathy among corporate managers is in short supply, according to a survey of more than 600 employees by talent mobility consulting firm Lee Hecht Harrison. The survey found that 58% of managers fail to show the right level of understanding toward their employees.
“Empathy isn’t a weakness, but fundamental to good management,” said Kristen Leverone, senior vice president for Lee Hecht Harrison’s Global Talent Development Practice.[…] Continue Reading »
True confession time.
I once worked for a large, global conglomerate that was in a death spiral and struggling to turn things around. The company was harvesting its mature and declining business to pump cash into its growth bets.
This company had a proud tradition of investing in the development of its employees. Sales reps were trained in their products and how to sell them, scientists went to conferences, engineers were offered continued training to keep their skills up to date, and new managers were trained how to manage.[…] Continue Reading »