Sublime

A fractured team that makes a millimetre of progress in a million directions

The skills people should learn at this first leadership passage include planning work, filling jobs, assigning work, motivating, coaching, and measuring the work of others. First-time managers need to learn how to reallocate their time so that they not only complete their assigned work but also help others perform effectively. They cannot allocate

What we have found is that in winning organizations, leaders are deliberate about ensuring that Layer 3 (social circuitry) is supportive of people’s efforts in solving Layer 1 (technical object) and Layer 2 (tools) problems. Their role is less supervisory, in the characterized fashion of directive leadership or command and control (e.g., “I say;

Delivering short-term results versus investing in long-term performance. Taking time to gather facts and do analyses versus moving fast to capture opportunities. Respecting the past and creating continuity vs. disrupting the future. Maximizing value for shareholders versus delivering impact for other stakeholders. Having confidence to make tough

This choice nevertheless carries a risk. Our cultural baggage of hierarchy is so strong that over time, team leaders could start behaving like bosses and become the primary decision makers on their teams.

They take steps to ensure they have a clear picture of the business strategy and how their part of the organization contributes to it. Then they break down the strategy into deliverables for each of their teams, making sure that there is a clear line of sight between frontline activities and the overall strategy. Technical and professional

As a result of these and other studies with leaders, there is a special version of the EQ-i that looks specifically at leadership skills. One special feature is the breakdown of specific leadership skills into three areas. The first is people oriented. This looks at a leader's ability to motivate staff and work as a team. The second area is process