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.
By Izzy Gesell | Monday, September 29, 2014
Becoming an effective leader is a challenging undertaking. Trying to map a success route from the myriad overlapping or contradictory leadership theories is like being on a journey where your GPS changes its mind every few miles.
But what if I told you that you can improve your leadership skills by practicing the skills used in improv theater?
It’s true. And I’m going to show you how.
By Mike Figliuolo | Monday, September 15, 2014
People want to be treated like people, not like cogs in a big machine. It’s incumbent upon you as a leader to see them as individuals. It’s for that reason that I hate the use of the word “just” in front of anyone’s title.
“He’s just an analyst.”
“She’s just a cafeteria worker.”
“I’m just an administrative assistant.”
No one is just anything. The phrase is demeaning and pejorative. We’re allpeople—we simply happen to have different responsibilities.
“Just” connotes that someone is worth less than someone else, as if that “just” someone has a defect. One of the most powerful leadership skills I’ve seen and used is valuing everyone’s contributions equally.
By Mike Figliuolo | Monday, August 18, 2014
As leaders, we manage hundreds of tasks every day. But in the swirl of all that activity, one thing is often ignored until it’s too late: building trust with your team members.
Trust is key to effective working relationships—yet trust seems harder than ever to earn and easier than ever to lose.
What causes a team not to trust its leader? You. Yes, you. If you’re unpredictable, then your team doesn’t know what to expect from you.
By Todd Dewett | Wednesday, June 18, 2014
You are in control of how others perceive you. There’s a lot you can do to influence how others view you—and you should. You have to take this topic seriously because your reputation is your most vital career asset.
Let’s be clear. I’m not talking about mere impression management; managing impressions is often just a rarified version of acting. In this week’s tips, I’ll address something more fundamental and enduring: how to develop executive presence and earn respect.
By Todd Dewett | Wednesday, June 04, 2014
Self-improvement is not a mystery; anyone can do it. You may have to take on goals that are a little beyond your capability. It might hurt and you might fail—but most people don’t. Instead, they find that a life worth living is a life fully explored.
If it’s time to start pushing your personal boundaries—to find out if you’ve truly reached your potential—then watch my first Management Tip this week, on self-improvement.
By Todd Dewett | Wednesday, May 28, 2014
When it comes to hiring people and bringing them into the team, most companies have a lot of room for improvement. Assuming we attract the right candidates, we still need to know how to vet them. Here’s the rub: Most people making hiring decisions have never been trained to interview effectively.
Interviews often become weird sessions wherein the interviewer dominates and pontificates too much. Often, it’s a dry, highly structured box-checking affair that complies with the process while failing to correctly assess the candidate.
You can change your email preferences at any time. We will never sell your email. More info
Thanks for signing up.
We’ll send you a confirmation email shortly.
Sign up and receive emails about lynda.com and our online training library:
Keep up with news, tips, and latest courses with emails from lynda.com.
We've updated our terms and conditions (now called terms of service).Go Review and accept our updated terms of service.