Build Trust by Being Open
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
2w ago
Trust is a big topic for us in 2024, and there’s a lot we can do to make things better. Less than half of us trust our bosses, and even fewer trust the top leaders, even though almost everyone agrees trust is super important. One thing we need more of is being open and honest, especially those of us at the top. Sometimes, it feels like we’re not getting all the info we need, and it can be tempting to keep things from our teams to keep them focused. But this might be part of the problem. Think about it: Do you ever wish you knew more about what’s going on? But then, do you hold back info from ..read more
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Build Trust in 2024: Respect the Great Renegotiation
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
3w ago
Let’s dive deeper into trust by adapting to workplace changes. In 2024, over half of leaders reported a lack of full trust in their superiors. This reflects the seismic shifts we’ve experienced—from remote to hybrid work and the ongoing debates about returning to the office. The essence of this discussion? The “great renegotiation” of our work habits and locations. We’ve all seen or felt the ripple effects of changing work arrangements without clear communication or ample notice. This inconsistency challenges trust and disrupts our lives significantly. Whether it’s adjusting to new routines ..read more
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Build Trust in 2024 by Delivering on Time
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
1M ago
A significant factor eroding trust is the failure to deliver, whether it’s products to customers or resources to colleagues, often due to overly optimistic promises. To rebuild and maintain trust, here’s a straightforward plan: 1. **Pause Overpromising:** If we can’t guarantee delivery, it’s better not to promise. Let’s set realistic expectations from the start. For instance, instead of the usual week and a half, we might need a month due to current constraints. Honesty prevents disappointment and maintains trust. 2. **Own Past Mistakes:** If we’ve fallen short in the past, it’s crucial to a ..read more
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Trust: A 2024 Priority for Leaders
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
2M ago
There is a concerning trend in the world of leadership. A recent global forecast shows some alarming numbers: fewer than half of managers actually trust their own bosses, and the trust towards senior leaders is even lower, with less than a third of leaders feeling confident in their top-tier executives. Think about this. Trust is the cornerstone of any successful organization. When it starts to erode, the impacts can be far-reaching. For instance, in an attempt to cut costs and boost immediate financial performance, many companies may inadvertently damage the very core of their operations ..read more
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Role Power Versus Relationship Power: Does it hold up?
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
2M ago
A while back, I advised leaders to focus more on building strong relationships and less on using their role power. This idea is still important today. You can see my original post here. It used to be easier to give examples of role power — people could be bossy, “my way or the highway”, and dismissive. We’ve grown less tolerant of that, so role power has become a little more subtle, taking a blustery (rather than bossy) or passive-aggressive tone. Here are two “role power” phrases that are more passive aggressive or blustery than clear, human, and direct… Associates don’t write like this. L ..read more
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Does it hold up? Can you really manage up?
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
2M ago
About seven years ago, I wrote a piece about managing up, and loaded it up thoughts that hold up, and I want to lift out the best parts, since the original version was a bit too long. 1: Before seeking influence with your own manager, consider how safe you make it for your own reports to come to you. 2: Instead of being crafty and political, be clear and matter of fact, using Group Dynamic’s favorite tool, BSaAFWYW. Be specific and ask for just what you want from them. This is a better starting point than preparing a time-consuming case. That can come next. 3: Be careful about your feedba ..read more
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How Would I Put Myself out of Business Today?
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
3M ago
In fall of 2016, I learned about a simple technique to explore business weaknesses with your team. Ask them this: “If you were a competitor, how would could you put us out of business?” I was very excited about this at the time — I shared it with clients, used it with Group Dynamic, and made some changes as a result. I don’t remember the weaknesses we found or the great ideas that came out of it, but I remember it being fruitful. I hadn’t posed this question or even thought about the technique in quite some time. I love it when I look back at some old writing that I’ve totally forgotten ab ..read more
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Disruption: Does it hold up? (No, but Diversity Does)
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
4M ago
About seven years ago I wrote a post about “disruption,” which was a common buzzword at the time. The basic point was this: It’s important to pay attention to people who are different than you, rather than to surround yourself with like-minded folks. Unfortunately, I titled it “Leaders Know When to Tolerate High Maintenance People.“ That concept holds up, but the vocabulary I used at the time — not so much. For starters, “disruption” and referring to people as “disruptors” is not terminology I would use today. I also think the title, about knowing “when to tolerate high-maintenance people,” i ..read more
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Does it hold up? The Ideal Team Player is Hungry, Humble and Smart
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
4M ago
Shortly after Patrick Lencioni’s Ideal Team Player was published, I wrote a piece explaining and extolling the virtues of Hunger, Humility, and People Smarts. These concepts hold up well, and I haven’t lost my passion for talking about them. I hire for them. I’ve counseled others on how to hire for them. These concepts frequently weave their way into my trainings. People especially appreciate exploring the archetypes related to missing one of the qualities; the Lovable Slacker who isn’t quite as hungry, the Accidental Mess-maker who isn’t quite people-smart, and the Skillful Politician who ..read more
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The Psychology of Change: Does it hold up?
Leadership in Action | Alan Feirer: Group Dynamic
by Alan Feirer
5M ago
In 2016, I wrote this piece about the way to apply the Kübler-Ross stages of grief to organizational change, and made the case that a person’s needs change depending on their stage. The “dos and don’ts” definitely hold up. It’s interesting to revisit this post-Covid. I thought maybe the complexity of the responses to the pandemic would make some of these thoughts seem overly simple. But I don’t think so. I witnessed a lot of people react poorly to some of the “don’ts”, especially those that minimized people’s concerns or pushed people to go “back to normal” too quickly. In addition to that, p ..read more
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