“Great power involves great responsibility.” — Franklin D. Roosevelt
Everyone wants to feel powerful—that’s human nature, and there’s nothing wrong with that. It’s why we gun for promotions and seek out advancement. It’s why anyone runs for political office. But once you get that power, it changes the way you think, perceive, and relate—and not always in good ways.
Compelling research suggests that the growth mindset can be developed in employees. However, leaders must deliberately cultivate this attitude.
Companies must innovate to meet the challenges of the new economy. Organizations that stagnate cannot compete. But how should leaders identify which direction to choose?
The average American worker has fifty interruptions a day, of which seventy percent have
nothing to do with work. –W. Edwards Deming
It would irritate anyone. Your team has an assignment, and everyone has a strategy on how to proceed. Then, changes happen. Upper management keeps shifting the deadline, causing everyone involved to feel stress. Or perhaps your organization is in a state of flux, where work schedules, building protocols, and breaks are continually changing. If you’re in charge of a group of people, you feel their stress. While you empathize with them, you’re also responsible for keeping them focused and productive. Here’s how to effectively lead–even as schedules change.
You’ve just been hired or promoted to lead a team you quickly realize has some major problems. What should you do?
First figure out what brand of dysfunction your team has adopted. Organizational psychologist and consultant Liane Davey identifies five in her book, You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done.