Managing Partner of Spectacular at Work adds to Mursion’s talented board of advisors focused on innovation and thought leadership.
If recent history has reinforced any message about our work, it’s that leadership matters.
For our own company, as well as our clients, Pride month gives us an opportunity to reflect on our leadership and whether we are doing enough to support our LGBTQ employees, colleagues, and clients.
A common theme has emerged in our work over the past few years, and it is not a positive trend: Younger employees who are smart, motivated, and have the potential and desire to do great work, are not looking up the corporate ladder with longing anymore. They want nothing to do with the work lives their bosses are living.
A lot has to come together for your true authentic self to be the effective, right choice for your organization and team. Recently, I’ve found myself in a few separate situations with clients, senior leaders from large organizations, where I’ve recommended that they do NOT bring their authentic selves to work.
What is a not-so-warm leader to do in a time that requires a little more warmth and fuzz? We often take our clients through an exercise that has them identify where they find themselves on this chart, looking at the relationship between being results-focused and warmth-focused, and we have some ideas for how you can provide more connection and support in these uncertain times.
As a leader, it’s your job to get results with a team; to get the best from them and to make sure you have the best people from the start. To do that well, you have to think about inclusion, equity, accessibility, diversity, and the role they play in your team or organization. If you’re not, then you’re not doing your job as a leader.
CEO succession planning is not easy. Knowing what your company will face in the future, trying to prepare executives to run your company, and then selecting the best possible candidate from a group of internal contenders (and comparing them with highly qualified outsiders) is a truly complex challenge.
Performance management should be a core, on-going responsibility for all supervisors, managers, and leaders within an organization. Those professionals require the structure and protection of a thoughtfully designed, codified system for assessment, feedback, and reflection in order to do that work effectively and in a consistent, fair manner that holds up to outside scrutiny.
We think we’re supposed to want to grab that Boss brass ring, because many our co-workers are clamoring to break out of the cube farm and earn the right to an office with an actual door. But what if the glamorized idea of leadership just isn’t for you? What’s a stellar individual contributor in a workplace that’s all about climbing the ladder, not contentedly camping out on the third rung, to do?
You probably know someone who has recently been on an “offsite” with their team or company; you might actually know a lot of someones who have. In recent years, we’ve seen an increase in the attention and dollars organizations are willing to spend on building a company culture in the right way, and offsites have become a popular way to help do just that.
