Cut the corporate crap and tackle tough talks head-on. Cathy Maday & Ivan Konermann show you how Advancing Questions® slices through confusion, builds confidence, and delivers straight-up, kick-ass results.
“No” is a complete sentence. We’ve been conditioned to believe our co-workers are fragile and that they require fluffy explanations. Often, just […]
Mastering Your Inner Dialogue for Success We all have that little voice inside our heads. It’s our personal cheerleader or critic, shaping […]
How much time and energy are you wasting every single week because people aren’t listening to you? Learn how to effectively influence others so you can achieve the business results you desire. Rev up your skills with our free Jump Start course and accelerate your results!
How much time and energy are you wasting every single week because people aren’t listening to you? Learn how to effectively influence others so you can achieve the business results you desire. Rev up your skills with our free Jump Start course and accelerate your results!
It’s common to hear someone say “I didn’t feel safe to say that”. Many people find themselves in spots where they want to say or do something, and they don’t feel like someone else has “made it safe” to do so. Instead of waiting for others to create safety, remember that you are the first person who can create safety for you.
You can hear it all over the place…language that describes a manager’s responsibilities to develop their team members. While it’s as common as can be, it’s not true. It’s our final example in this series of where Taking Responsibility = Trouble for the manager. Watch this short video to learn more!
It feels really good being the Go-To. I mean, I love feeling important. You know what I’m talking about. How many teammates know that you’re super responsible? You’re the Go-To for them because you’re a high-performer they know they can depend on. How exactly does that turn into trouble? Several ways actually…check it out in Part 3 of Taking Responsibility = Trouble!
One of the things we respect so much about the leaders we work with, is how much they care about their team members. Whether internal team members, like direct reports, or external team members like contractors or customers, how your communication or actions impact them matters. Sometimes though, you might find yourself caring too much. Worrying about how they feel (or how they might feel) and basing important business decisions on that, is the 2nd example where your high performer behavior of taking responsibility has turned into trouble.
