Burr Cota的动态

This is a timely post given the conversations with my LeanIN circles today and reflective of the environment of many of my coachees. Have you been in these environments where the narrative someone makes about you ruins your confidence? I know I have! Part of breaking that cycle is asking yourself is that narrative true….then ask is that ?? true? More often than not the answer is no. When you shift your mindset that way, you can start to regain your confidence. But we also need leaders who help build that confidence by challenging those negative narratives we put on people. ?????? https://lnkd.in/gh7KFNAG

About five years ago, I analyzed mid-level managers at a financial institution. From interviews, I was surprised that the teams avoided making decisions. They used an terrible, inefficient consensus process to get everyone's buy-in. I asked one manager, "Why does your team work so hard to get consensus?" His answer, "It's camouflage. No one wants ownership when things go wrong. With so many involved, it's hard to blame anyone." I watched Ed Muzio's video and thought, "This is what that company needs!" They also need some serious change management and accountability. Check out Ed's video, and get his book if you don't have it. Cheers! https://lnkd.in/eSFigHVz

Are you looking to improve your relationships with coworkers, clients, and managers? ?? Want to turn conflicts into opportunities for cooperation? ?? Let’s dive into the art of conflict resolution and discover how to build stronger, more collaborative connections. ?? I encourage everyone, both professionally and personally, to sign up for the course "Conflict Resolution Foundations" by Lisa Gates! https://lnkd.in/g_YAUTvS? It's a fantastic way to gain a deeper understanding. In this course, Lisa Gates shares a powerful mantra for conflict resolution: "It's never about the other person ever, even when it is!" Conflict resolution is a discipline, a set of practices YOU can use to transform your relationships. And notice, she said, "YOU". We can't change other people, and it's pretty much pointless to try. What we do have access to and control over is ourselves and our responses. We can take the high road. We can do the changing! Here are a few quotes from the course that I find particularly impactful: ? Nobody can make you feel what you feel. YOU make you feel what you feel! ? What we don't like in others is often what we don't like in ourselves. ? If you change the way you look at things, "the things you look at change." Let’s embrace these insights and work towards transforming our interactions into positive, cooperative experiences! ?? #conflictresolution?#WorkplaceHarmony?#PersonalDevelopment?#ProfessionalGrowth?#EmotionalIntelligence?#CommunicationSkills?#SelfImprovement?#PositiveChange

?“Empathy and Perspective.” ?? ??? Great Video from Simon Sink. ?? It's a long Video, but it is Worth watching/hearing. These two concepts are not limited to a single industry. It can potentially transform how we interact with clients regardless of our sector. It can also change how we interact in our social circles (friends, families, etc.). Empathy: Empathy is about more than just being transactional. It's about being relational, about genuinely caring for the client and striving to understand their real needs. This might take a day, or it might take two years, but it's our personal responsibility to do our best. Perspective “There’s no winning or Losing.” “There are those obsessed with the competition and those obsessed with where they are going; they are playing to outlast the competition, not to be better than them.” https://lnkd.in/ewuM27hn

Simple rule: If firing someone feels impossible, you're doing it wrong. We should all make it very easy for managers to let go of the wrong people. Help the people who don't fit move on. And keep your team strong. Agree? Disagree? Let's debate below ↓ ??

I didn't think my previous post about "Planning to Fail" would get so much attention, but since it did, I'm now posting my biggest proposal pet peeve. I'll call it "The Dunning-Kruger Effect," which basically supposes that sometimes folks (in this case senior leadership) don't have enough knowledge to know that they don't have enough knowledge. My advice: If you (as a senior leader) have not attended at least 75% of the proposal team meetings, in addition to participating in the kickoff and each of the color reviews, PLEASE, PLEASE, PLEASE don't think you have the knowledge to rewrite the proposal at Gold Team. If you do, you are taking a gigantic risk on behalf of those who researched, studied, met with customers, developed themes and discriminators, and wrote and/or reviewed sections for countless hours. In my experience, most unsuccessful proposals were a victim of rewrites at Gold Team. Takeaway: Gold Team is NOT the time to finally clear your calendar and get involved!

Talking to Your Team About a Business Decision You Don’t Agree With "You won’t always agree with every decision senior leadership makes. But as a manager, you still have a responsibility to communicate those decisions to your team. Here’s how to prepare for these difficult conversations. ? Start by regulating your own emotions. You need to bring a measured approach to the conversation with your team. Process your own feelings before you talk to them. ? Then gather all the available information. Ask for clarity on how management reached the decision. What criteria were used? What alternatives were considered? What broader factors were in play that perhaps are outside your visibility? ? When you do talk to your team, don’t throw senior management under the bus. You can acknowledge your disappointment and empathize compassionately with theirs—but stop short of showing anger or resentment. ? Remember, your job is to explain the decision, not defend it. Providing clarity about the broader context and influences at play can summon a degree of empathy from your team—and the assumption of positive intent." This tip is adapted from?“How to Talk to Your Team About a Decision You Disagree With,” by Ron Carucci

If you’re feeling stuck in your CEO role: Engage in strategic networks you've been meaning to do Implement the 80/20 rule you've been meaning to apply Contact the person you've been meaning to contact Streamline processes you've been meaning to refine Challenge beliefs you've been meaning to question Delegate tasks you've been meaning to offload Read the book you’ve been meaning to read If there’s a task and you can attach: — 'I’ve been meaning to...' Then it’s action time. PS) Getting "unstuck" may require an indirect approach. ?? Anything you'd add? Ask for the help you've been meaning to ask for (Added by Zoltan A. Vardy) Take time for regular reflection you've been meaning to do (Added by Jordan Murphy ????) ------------------------------ ??CEOs: Boost Your Bottom Line by $499k In 99 Days. Start Today: beasmarterleader(dot)com/499 #ceo #executiveleadership #BeaSmarterLeader

A useful course! Finished the course “Compassionate Candor: A Radical Approach to Management with Kim Scott” by Kim Scott! Check it out: https://lnkd.in/eWe6Pgjr #interpersonalcommunication #peoplemanagement #compassion.

Here’s what two executive coaches learned about having a peer partnership and how it can be a game changer.