By Mike Figliuolo | Sunday, August 16, 2015
All leaders want to give their team the help they need—and that help can come in many forms.
How do leaders help their team members grow and become more autonomous? Are leaders serving their teams in the most efficient and effective way?
In our new book Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results, Victor Prince and I describe the 12 “leadership services” that leaders must provide to their teams:
By Justin Seeley | Thursday, July 23, 2015
There’s a big difference between being a manager and being a leader.
You can be a leader without being a manager—but if you’re a manager and you’re not acting like a leader, then you’re failing yourself and your team.
Management can be easily taught, but leadership is quality that often develops over time, and in a more natural way.
Here’s a comparison of leaders vs. managers. Which one are you … and which one are you working for?
By Jolie Miller | Tuesday, July 14, 2015
My team volunteered me to write this article because they like our one-on-one meetings.
If there’s a secret to my one-on-ones, it’s that I run them on instinct, not agenda. It’s about the people, not about the process, and that has never steered me wrong in meetings or elsewhere as a manager. I want to hear or see the smile on the other end. In fact, if I’m reading body language that indicates there’s a problem, I’ll start a 1:1 meeting by saying, “You don’t look happy. What’s wrong?”
A 1:1 is an opportunity to recharge your employees so they can go back out and do their work with renewed energy, commitment, and excitement. It’s their time—not yours. You can tell you’re being effective if you hear things like, “I feel so much better now that I’ve talked to you” or “That helps” or “I wasn’t sure about it, but now that I’ve talked it through, I get it.”
All too often, though, 1:1s follow humdrum, tactical lists of tasks or become all about progress reports. That’s not good for anyone and can be handled by project-management tracking, dashboards in your company’s systems, and casual drop-by chit chat. The 1:1 is too important a time to focus on how xyz is going.
Here are the elements I keep in mind for my one-on-one meetings.
By Jolie Miller | Sunday, June 21, 2015
Want to position yourself to be hired? Learn the skills that companies desperately want—but can’t seem to find.
After surveying 1,320 job recruiters at 600+ companies, the 2015 Bloomberg Recruiter Report shed insight into the most desired skills by industry and by scarcity.
Here are the skills everyone is seeking—and the in-depth, watch-anytime courses to help you learn them.
By Lynda Weinman | Monday, March 09, 2015
Many people dream of starting businesses, but few survive and even fewer thrive.
There’s no single rule for how to grow your business, but we learned some valuable lessons while growing ours—and I’d love to share a few with you.
By Jolie Miller | Tuesday, March 03, 2015
They’re everywhere. You’ve seen them. Maybe you’ve even worked for them:
From the micromanager to the tyrant to the checked-out guy who’s never available, bad managers make the work life miserable for everyone around them.
Too many people are promoted up the corporate ladder without the skills they need to lead.
Management isn’t for everyone, and it shouldn’t be. If you’re in line for a promotion or dream of a taking a leadership position someday, do yourself and your potential future team a favor: Take time to assess whether you’re truly ready to be a manager — and a good one at that.
Here are the six things I wish I’d known when I stepped into my first management job years ago.
By Todd Dewett | Thursday, January 15, 2015
You’ve heard the saying: People who live in glass houses shouldn’t throw stones. In other words, it’s unwise to criticize others when you, too, are flawed. Many consider this sound advice, but the adage creates a conundrum for people in positions of leadership.
On one hand, holding others accountable is one of the core duties of leadership. It often involves delivering difficult feedback or making difficult decisions such as letting people go. On the other hand, holding people accountable makes everyone want to examine you and your work more critically. The higher you climb the ladder, the more this is true.
To survive life in the glass house—and in fact to be a better manager than you are now—you must develop a few skills that weren’t as critical early in your career. I’m going to tell you what they are and how to get them.
By Jolie Miller | Tuesday, October 28, 2014
Calling all project managers! Now you can earn PMI® professional development units while you learn on lynda.com.
We’re now a Registered Education Provider of the Project Management Institute, the world’s largest not-for-profit membership association for the project management profession.
That means that as a Project Management Professional (PMP)® or Program Management Professional (PgMP)® credential holder, you can earn over 90 professional development units (PDUs) from our 50+ qualified courses.
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