Our reader poll today asks: What was the reason why you most recently fired someone? Poor performance: 54.8% I’ve never fired anyone: 15% Layoff (not their fault): 10.1% Breaking company rules: 9% Illegal activity: 5.3% Some other reason: 5.7% Behave and perform. While illegal or rule-breaking behaviors will get you fired, clearly poor performance is the biggest risk to continued employment. The real question to the leader who does the firing. Did you make expectations clear? Did you provide the person the resources and training they needed to perform? Did you provide timely feedback and coaching or did you wait until things got so bad that you were forced to take action? While not every person is suited to every job, if someone gets fired for a performance issue, leaders need to own their part of the problem and ensure they’re taking care of future employees as best they can to prevent similar situations from happening in the future. Sure, not everyone will succeed but as a leader you need to give them a fighting chance. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
About Ryan Shaw
This author has yet to write their bio.Meanwhile lets just say that we are proud Ryan Shaw contributed a whooping 139 entries.
Entries by Ryan Shaw
Find your internal purpose doesn’t just help you navigate life and your decisions, but also helps make you more productive and successful. Today’s post is by David Nielson, author of The 9 Dimensions of Conscious Success (CLICK HERE to get your copy). “Purpose at Work” is the title of a 2016 Global Report by LinkedIn Business* about the role of purpose in the workplace. It asks the question: “Are your employees and co-workers set up to achieve their highest potential? Are you?” The report further found that companies are seeing that purpose-oriented employees are more productive and successful. Purpose is an internal foundational element to define your own success. It defines your reason for existence, why you are here, and how you can contribute to an outcome that will provide you with what you need, and want, from life. It is the idea that you know your destination and how you will get there. To experience your definition of success, your purpose must align with the mission and values of the organization for which you are working. When you find an organizational culture and environment and people who align with your purpose, your relationships with yourself and others will thrive. You will be more motivated, productive, successful, and happier in life. Just “doing” without any direction does not lead you to your purpose or successful outcomes. Think of Lewis Carrol’s story Alice in Wonderland and his famous quote, “If you don’t know where you are going, any road will get you there.” It may be okay to ‘coddiwomple’ occasionally when exploring, experimenting, or on an adventure, but it is not a good long-term practice to accomplish a defined successful goal in a timely manner.
Our reader poll today asks: How challenging is it for you to be direct and unapologetic in an email when you ask for something you have every right to ask for? Not at all challenging. I’m direct and unapologetic all the time: 49% A bit challenging. Sometimes I apologize or am indirect: 38.8% Challenging. I’m not comfortable being direct and unapologetic: 10.8% Very challenging. I’m constantly indirect and apologetic: 1.4% Is it your fault? When we want something, it’s hard to be direct. A way to soften the request is to say “I’m sorry” before asking for something even if we have every right to ask for it. Why are you sorry? Is an apology really necessary. It weakens your message and reduces the likelihood you’ll get what’s due to you. If anything, the recipient of your message should apologize for not getting you what is owed to you in a timely enough manner that you have to follow up and ask for it. While you shouldn’t be a direct jerk about it, something along the lines of “I know you’re busy. I wanted to follow up and get this issue resolved so we can move on to other tasks.” Is polite, direct, unapologetic and empathetic to how busy they are, too. Stop taking the blame for things that aren’t your fault. You’ll feel better about yourself in the process of making that shift. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your […]
Sabrina Smith, thoughtLEADERS’ Principal, sat down with Jim and Jan of The Leadership Podcast to discuss ownership. In continuation of our new collaboration with The Leadership Podcast, Sabrina goes into detail about taking ownership in this short form “chalk talk.” These chalk talk series are bitesize sessions on a common (but challenging) leadership issue. Jim, Jan, and Sabrina break down exactly how to define ownership and how it plugs into your day-to-day work life, especially when you are managing people, while also breaking down what a conducive environment looks like and how to create it to empower and encourage ownership across your team, including with yourself. Sabrina goes into some detail about why exactly ownership is an important part of leadership and some of the pitfalls and gaps that are happening already, maybe within your own organization. Stay tuned for more of these brief Chalk Talks featuring Sabrina, as well as many more members of the thoughtLEADERS team.
The fast-paced business environment is sometimes necessary, especially when making a name and space for your brand. Today’s post is by Francisco Serrano, author of Brain-Ding (CLICK HERE to get your copy). When you talk about branding, you are talking about constant change. This fast-paced environment leaves brand managers with no choice: they need to favor SPEED over perfection. That is, if they want to succeed. Especially when launching products. When innovation is a key element in the industry, processes must be faster. Great businesses such as Amazon understand that decisions need to be immediate and the ability to adapt means the ability to survive. If companies decide to wait until they have the perfect product or service, they are giving their competitors the opportunity to get ahead of the game. The truth is that chasing perfection slows down the process and in an increasingly dynamic world, you can’t afford to waste time. It is better to launch a product or a service and then build on it, rather than waiting on a faultlessness that might never come. Being the first to market often means leadership. If you come in second place you might be perceived as a follower, and followers can’t charge premium prices or get to the top of the industry that easily.
Our reader poll today asks: How do you handle impatient customers (both internal and external customers)? I bump them up on my priority list since they’re asking for a response: 45% I keep them in their spot on my priority list and let them know other issues are ahead of them in line: 39% I immediately respond to their needs and drop everything else: 12% I respond slowly to get them to slow down and be more patient: 3% Their emergency isn’t your emergency. I hear many people have challenges with time management. 57% of you are making your own lives more difficult. One of the biggest issues they face is unexpected interruptions. When someone calls or drops by with something important to them, it’s tempting to put them at the top of your priority list. That can cause several issues. First, you condition them to bother you if they want action. Second, it delays others waiting patiently ahead of them. There’s nothing wrong with telling someone “I’m working on a few things ahead of your request and will get to it as soon as I’m able.” Most reasonable people understand and accept that and doing so gives you back control over your priorities and your work. Give it a try — you might be surprised by how easy and effective that approach is. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!