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Be someone others can trust – have integrity, and always be honest, ethical and well-mannered. And remember, it’s always better to under-promise and over-deliver than to over-promise and under-deliver. Be clear – communicate transparently and consistently in a way that’s always on-brand for you – whether in person, via email, on social media or in
... See moreBec Brown • You've Got This: The essential career handbook for creative women
Give others something to react to. Bring solutions, not problems. Take control of your career.
Gorick Ng • The Unspoken Rules: Secrets to Starting Your Career Off Right
Focus on the real problem, not the first problem.
amazon.com • The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever
Hold employees accountable
Jeffrey Hiatt • ADKAR: A Model for Change in Business, Government and our Community
Give yourself permission to set boundaries Only you know what boundaries you need to set. No one else will protect them for you. For example, I only started to exercise regularly when I decided that exercise was part of my job to be the best possible leader I could be. Know when you’re most productive I get my best work done in the morning, so I tr
... See moreClaire Hughes Johnson • Scaling People: Tactics for Management and Company Building
How are you experienced by the various groups and subgroups? What role do you play in them? What perspectives on the adaptive issues do you embody for them? Because they are comfortable with the way you usually act, they are probably quite proficient at managing you in that role to ensure that you do not disturb their equilibrium. Consistency is a
... See moreRonald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
Instead of waiting for someone to sign off on your competence, build your experience by turning your interests into action, focusing on how you can create value for others.
Anne-Laure Le Cunff • Tiny Experiments: How to Live Freely in a Goal-Obsessed World
“The executive who wants to be effective and who wants his organization to be effective polices all programs, all activities, all tasks. He always asks: ‘Is this still worth doing?’ And if it isn’t, he gets rid of it so as to be able to concentrate on the few tasks that, if done with excellence, will really make a difference in the results of his o
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