All posts by Steve Armstrong

You know you need to delegate. But do you know HOW to delegate? If you’re not getting the desired results, chances are this lies with you.

Most agree that delegation is critical to management success. If that’s true, why are we usually left unhappy with the results we get after we delegate?

“WHY! WHY! Oh why, do I not get what I asked for?” Sound familiar?

But before you go blaming those you delegate to, remember this:

Failed delegation is rarely the fault of the person to whom you delegated. Usually, it is the fault of the person delegating.

“Delegating work works, provided the one delegating works, too.” – Robert Half.

As for the common root of failed delegation? Well, 99% of the time, the leader’s instructions do not provide clarity for the person doing the work.

But you can change things and begin to get the expected results. And I’m about to tell you how.

How to Delegate: The #1 Secret

Okay, here it is, the number one secret about how to delegate:

GET (AND GIVE) CLARITY!

Without clarity, you’re leaving delegation up to guesswork. You’re expecting your team to read your mind. And when has that ever worked out? As lovely as it would be for our team members to know what we want before we even know what we want, this isn’t realistic. Or fair. With some effort in creating clarity surrounding expectations, delegation, in general, will become much more effective.

You will benefit from getting the results you want, and your team will benefit from knowing what their next move should be.

Here are four things to be clear on about how to delegate

You must be 100% clear on:

Clarity of objective: What exactly is it that needs to be done? Is an assignment as straightforward as it can be?

• • • • • If a report is required, what exactly is to be completed? An email? A 1-page summary? A 10-page brief? Or, a 40-page report?
        • When is it to be completed?
        • What are the resources that are going to be available?

Clarity of responsibility: Whose assignment is it? Who does what to whom?

Clarity of time: The request was for a “quick competitive analysis.” Well, how quick is it? A day? A week? Two weeks?

Clarity of communication: Who reports to whom? When are status reports and updates due? When do you, as the assigned, want to know about risks and problems?

Clarity is a tricky subject. It’s a challenge for many leaders. But it’s worth the work of creating it. For more on how to do that, try this post next: Be The CRO – 2 Ways to Communicate with Clarity.

So, what is the solution?

As for how to achieve this clarity? Personal charters!

There’s no guarantee you’ll end up precisely with what you want. But you can improve the odds by creating a charter between you and the person to whom you are delegating a task.

These ‘charters’ can be verbal, in an email or in a formal written document. The point is to clarify expectations, milestones, terms & timings, schedule accountability and establish reporting expectations.

Okay, now we’ve given you the secret for delegating and four things you need to be absolutely clear on. Now, it’s time to go out and make it happen. Communicate expectations, clearly define those expectations, and don’t assume the person you’re delegating to can read your mind.

Need some help with that? Let’s talk. Click here to start a conversation and get the results you want.

Did you learn a lot from this post? Try one of these articles next:

• Micromanagement: Are You Guilty?
• Motivation Sins: Get Off Of The Naughty Boss List
• Curiosity Killed The Cat, But It May Help You Survive As A Leader

Who do you look to for motivation? For many of us, it’s our leaders we go to when we need that push to get things done. If you’re the leader, how motivated (or not) your team is, can come down to how you lead.

Motivation Sins

So ask yourself: are you guilty of these motivational sins?

1. Supervising by merely giving orders, especially in the form of emails

Remember: Positive personal and human contact raises morale. Lack of personal communication with employees will put you out of touch with the good ideas and creativity of your staff.

2. Using expressions such as “I do it this way.”

Remember: The jobs of team members are all different. And each requires a different type of person. As a result, you should encourage employees to stand on their own two feet and develop their approaches to doing things.

3. Falling into or encouraging office politics

Remember: Politics can destroy people’s spirit and enthusiasm. It leads to low morale and will lessen your ability to achieve your objectives. Making frequent personal contact is the most effective way to prevent jealousies and office politics from thriving.

4. Giving answers rather than problems to solve

Remember: Encouraging, even forcing, employees to make decisions is a great way to help develop the team.

In my conversations about leadership, I continually run into an interesting theme. People are frustrated in their role as a volunteer. Or conversely, people can’t figure out how to engage volunteers. Oddly, the frustrated volunteers are precisely the type of people the other group tends to look for.

After spending a significant amount of time in the non-profit sector as well as working with military reservists and cadets, I see several comprehensive programs designed and put in place to lead volunteers effectively. Quite frankly, those efforts kept those who didn’t know how to lead employed and gave consultants a decent revenue stream.

Another tool for being a great leader? Curiosity! Here’s how it can help you survive as a leader.

Volunteers vs. employees

In my opinion, the only difference between leading volunteers and leading employees is compensated.

At a staff meeting, a manager was describing the performance problems she was having with volunteers. An employee had delegated some work to a volunteer and, after some months, discovered the work was not done satisfactorily.

I spoke up and asked the manager, “What would you do if one of your paid supervisors left another employee for months with poorly defined tasks and then got angry when it wasn’t done right?”

The response? “I would discipline them!”

So, I thought to myself, “Really?” As the person assigning the work to these volunteers, is she the pot or the kettle?

A terrific friend of mine, who is a very accomplished businessperson and a community leader of the highest order, relayed to me she had been asked to take part in a membership drive.

A consultant sat everyone down and lectured the volunteers about proper protocol at the inaugural committee meeting. These volunteers are all very accomplished in their own right, so to be treated like five-year-olds would be very off-putting.

How would you respond if this were your boss talking down to you? Now, how might you respond as a volunteer?

I have served with volunteers who—when given authority and responsibility and held to account—led the responses to some of the most complex disasters of our time. I saw reservists who, if treated like the professional soldiers they are, can accomplish superhuman tasks.

Motivation and Money

I know first-hand money isn’t the most critical motivator!

Whether paid or unpaid, people want to:

• Have honourable and engaging work to do
• Receive clear expectations
• Feel they are part of something bigger than they are
• Be employed at or above their current capacity.
• Be shown respect and appreciation.

What Is Motivation?

The long-studied art and science of human motivation are complicated. It’s often the subject of debate by academics and business practitioners alike. One thing is sure: the ability to inspire others to perform is a crucial element in ineffective leadership and a key concern of organizations dedicated to quality and achieving results.

To motivate means to inspire action. What can managers do to encourage their employees?

To answer that question, we must know what our people seek from their jobs.

Many managers assume that all people want from a job is money. If this were true, then all we would have to do to motivate people is to give them more money to produce more, or better, work.

This rarely works.

It seldom has any long-term impact on motivation or performance.

Not sure what kind of leader you are? Take our quiz to find out.

What People Want from Their Jobs

If you want to get the best results from your people, you should know what rings their bell. To do so, you must know people’s goals and how they look at their jobs.

Do you understand the aspirations, ambitions, and competitive spirit of those you lead? How do their personal lives affect their work?

Managers need to treat team members according to their personalities. People are different, and no two people respond precisely to the same situation or circumstances.

So, managers need to get close to their people, understand them, and inspire them under varied circumstances.

If you’re on the other end of this and need to find a way to better partner with your boss, don’t miss this post.

Light That Fuse

In your efforts to inspire team members to achieve great results, remember that motives incite people to action.

This means, in effect, that all motivation is self-motivation. So, it’s your job to help your employees find a cause that compels them to act while achieving the organization’s goals. It’s also your job, as their manager, to get your people to want to do what needs to be done.

8 Actions to Get off the Naughty Boss List

Here are some ways to fire up people’s motivation:

1. Set clear, well-defined, and high (but attainable) goals. Be sure they understand and accept them.
2. When discussing goals with your people, get their ideas and suggestions. Don’t forget to review the problems they may encounter. People who are involved in producing plans and goals will usually work harder to achieve them.
3. Assure your people that you rely on them and have confidence in them. They need to know that the boss believes in them.
4. Back up, your people and fight for them when necessary. Public support, when appropriate, gives people confidence that they have the authority they need and shows that they have your trust. Show an interest in your people and listen to their triumphs, their problems, their ideas, and their grievances.
5. Demonstrate that purposeful, dedicated, and consistent effort leads to meaningful results.
6. Demonstrate how their work relates to their future and the advancement of the team.
7. Give deserved praise and recognition.
8. Get rid of “deadwood.” Workers are more productive when every one person contributes to the team effort.

What are you going to do today to stay out of purgatory?

Two things you can do if you need help?

Click here to have a conversation with Steve.

If you’re interested in going even deeper or moving your career to the next level, you’ll also want to have a look at my 1-on-1 coaching services.

If you enjoyed this article, be sure to check these out, too:

A Curated List of Crisis Leadership Articles
9 Stupid Management Practices (and what to do instead)
The 6T’s To Know What To Delegate

This article was originally published on December 8, 2018, and has been updated.

Millennials might be the high-potential employees your organization needs to move forward following the Pandemic. It’s time to stop fighting it and prepare for it instead.

There was a point where I questioned if there are any advantages to being a Millennial in today’s world. Stereotypes portrayed them as entitled, lazy, and idealistic.

But You need to understand one thing – YOU NEED THEM!

The next generation of high-potential employees

Despite that, Millennials, Gen-Y, Gen-X, and soon enough, Gen-Z will be running your companies and organizations before you know it.

Are you ready? Are you preparing these bright and shiny, high-potential employees to be your company’s future leaders?

Do you remember being 20-something? We all had big dreams of how life and our career would unfold.

For me, it was many years ago, but there was no question that I would lead a great organization and achieve great things.

Are you writing off high-potential employees?

I am 100% certain that my old bosses thought I was a cocky little pipsqueak, wanting more, excessively eager, and not wanting to pay my dues.

Sound familiar to the conversations happening at work today? (Read about getting your boss off your back)

Millennials through Gen Z’s have been declared the “ME” generation. The impatient generation.

But let’s be fair; the only reason Baby-Boomers weren’t connected to the Internet was that it was science fiction.

As far as entitlement goes, I wanted the corner office so bad my teeth ached.

Wanting is good. Wanting something pushes us to develop more, achieve more, and create more.

If there are people in your organization that want to develop, create and achieve more, ask yourself this: what are you doing to give them more? Are you preparing them to be the high-potential employees your organization needs?

Are you preparing them to LEAD your company?

Developing high-potential employees

Here are nine actions to engage, retain, and develop your high-potential employees to do more, regardless of the generation:

1. Make the case.

Educate everyone about the importance of developing your high-potential employees.

Action: Host a lunch and learn about the topics that are changing the work landscape to help everyone understand.

2. Recognize high-potential employees.

Let the high-potential employees know they are high-potential.

Tell them so they realize their long-term impact on the company.

Action: Have the CEO or a respected leader meet the high-potential employees over lunch.

3. Big picture.

Younger generations genuinely want to know the reasoning behind why things are the way they are at work.

This is not acting entitled.

Action: Everyone wants to make an impact; take the time to show them how their projects, responsibilities, and future roles tie into the big picture.

4. Provide a map.

People want to be fulfilled and challenged in their careers, so show them the available career path to keep them engaged.

Action: Ask your high-potential employees where they would like to be long-term, tell them exactly how they can get there to see the available options, and an organizational commitment to their goals.

5. Emphasize “soft” business skills.

Soft skills are critical to workplace success, such as business etiquette, writing, initiative, time management, and conflict management are all incredibly important—yet these things are not taught in college.

Action: Make “business etiquette,” a component of your development and training initiatives.

6. Provide experiences.

Encourage your high-potential people to take on new projects and responsibilities.

And give them assignments to stretch their potential.

Action: Allow your high-potential employees to shadow someone else in the company to gain exposure to different aspects of the business and encourage them to join industry and professional organizations.

(While you’re here, be sure to check out Increase Your Emotional Intelligence To Be a Better Leader)

7. Invest.

The long-term success of your organization lies entirely in the hands of your high-potential employees.

So don’t ignore investing in your most valuable asset: your people.

Action: Offer at least one training session per quarter, and institute lunch and learns or roundtables to build on what the training session covered.

8. Mentor.

Give your high-potential employees someone to look up to so they know and trust authority.

Action: Encourage a culture where casual coaching and conversations are an everyday occurrence up and down your organization’s hierarchies.

9. Feedback and recognition.

Younger team members should be confident, but this doesn’t mean they don’t want to improve. Tell them how they’re doing – and often- so they can learn, grow, and develop.

Encourage managers to be open, honest, and direct and share their management philosophy and style.

Action: Challenge your managers to sit down with direct reports once a month to deliver (and receive!) performance feedback.

So, are you ready to take action? Start developing your high-potential employees today. Your organization will thank you.

Did you like reading about how to develop high-potential employees, regardless of their generation? Here are a few more you won’t want to miss:

Six Tips to Partner With Your Boss
80% Of Projects Fail Because Of ‘People’ Issues … Here Are 6 Things You Can Do To Reduce That Risk
People Pleasing Leaders & Soup Sandwiches – 5 Messes You Make When You Try to Make Everyone Happy

This article was originally published in 2019. It was recently updated just for you!

To some, this entire year feels like a storm of bad news. As a leader, you’re leading in a crisis and during unprecedented times. Naturally, world events might get to you. But are you taking this out on your team? They deserve better than you being an ass.

I have been blogging about leadership for a few years now. I draw the subject matter from my observations of other leaders, the questions readers and clients ask, and from my own experiences and mistakes. To protect the privacy of others – and my ego – I usually veil names and circumstances when I relate a story … but this one is all about me!

My own experience leading in a crisis

I spent a few years leading a public-sector organization. Things were going very well until a series of events pushed me into a place where I wasn’t sure who I could trust. I felt many of the people I was working with weren’t acting ethically and I began to feel undermined, paranoid, and under attack.

On the ‘Fight, Flight or Freeze’ spectrum, I do not fly or freeze well. When threatened, my instinctive reaction to fight. In that setting and at that time, I felt my temper becoming quicker to light. I was in such a state that I once slammed a door so hard it nearly came off its hinges.

Not one of my finest moments.

Maybe, maybe my reaction was understandable. But it was unacceptable and inexcusable.

My personal and professional expectation is to hold myself to a higher standard. In times of uncertainty and adversity and crisis, any signs of leadership immaturity will make your employees feel unsafe and insecure.

I needed to be the paragon of composure and not an ass.

So, if you’re leading in a crisis, let me save you from these same mistakes.

Here are seven ways to maintain leadership composure during the most pressure-packed moments.

Get A Grip On Your Emotions

Grow up!

You are the adult in the room so learn not to wear your emotions on your sleeve. When you allow emotions to get in the way, your employees interpret this as you not being objective and too passionate about the situation.

Balance expressing concern and care while maintaining your composure.

Read more about demonstrating leadership even in tough times here.

Try Not To Take It Personally

There are lots of reasons why decisions and circumstances don’t always play out logically.

Remain calm and never start thinking that your moral indignation will justify your actions.

Keep Positive

Employees are always watching your actions, behaviour, relationships, and overall demeanour.

You must maintain a positive mental attitude and manage a narrative that keeps their employees inspired and hopeful–even when you’re leading in a crisis.

This is where your leadership and resolve can shine. Stay strong, smile, and demonstrate authentic compassion and empathy.

Remain Courageous

Fear is contagious. So, act like a duck! Calm on top and paddling like hell underwater.

No matter what kind of crisis you’re leading in, project a sense of steady confidence. That way, you will instill it in others.

Remain fearless and cool to communicate a sense of composure to those you lead.

For more on moral courage, click here.

Be Decisive

Maintain your composure and never show doubt.

Speak with conviction, confidence, and authority. This gives employees the comfort that everything is under control.

Be Accountable

You have chosen to assume leadership responsibility, and it’s more important than ever when you’re leading in a crisis. So take the required steps to problem solve before things get out of hand.

You Got This

The most effective way to maintain composure during challenges is to act like a leader.

You have solved complex problems many times before. Knuckle onto this one with the same compassion, elegance, and grace.

It’s easy to lose composure during times of crisis if you let worry turn into fear. By remaining calm and in control you can step back, critically evaluate what is going on.

Your composure puts those you lead at ease and creates a safe and secure workplace culture where no one needs panic in the face of adversity.

Leading in a crisis and beyond

Oh yeah, and don’t be an ass.

If you’ve been thinking about moving your career to the next level? Looking for support while you’re leading in a crisis? You’ll also want to have a look at my 1-on-1 coaching services.

If you enjoyed this article, be sure to check these out, too:

The High Cost of Poor Leadership
10 Signs You Have a Scary Boss
People Pleasing Leaders & Soup Sandwiches – 5 Messes You Make When You Try to Make Everyone Happy

This post was originally published in March 2017, and has been updated just for you!

A client once told me her supervisor had asked if she needed anything to help her accomplish her job. She said, “No, but every once in awhile it would be nice to hear thank you and receive a little recognition for doing good work.”

Her supervisor told her, “We don’t say ‘thank you’ or ‘good job’ because it demotivates staff and makes them complacent.”

Really?

I worked with some of the most hard-nosed soldiers the Canadian Army ever produced. When they gave you an “attaboy,” it was a great day.

I remember working so hard on a patrol that even the insides of my eyelids were sweating. Everything was running like clockwork. My section accomplished our mission and returned to headquarters to brief the bosses.

My Regimental Sergeant Major (RSM) was in the briefing and never once broke his stony expression. The look on his face could have scared the snakes off of Medusa’s head. I had no idea what was in store for me. But after the briefing, the RSM took me aside and said, “Nice work.” It was a terrific feeling.

People want and need recognition beyond their compensation package. No one deserves to be taken for granted. Some people need their ego stroked, some need a quiet touch on the shoulder, and some need to be publicly honoured.

Just be careful not to give platitudes.

The leadership skills of the manager may be the most important factor in achieving desired results. And two of the most difficult tasks in dealing with employees are praising and reprimanding.

Giving Credit and Recognition

“If you tell a Hun he is doing a good job when he isn’t, he will not listen long and, worse, will not believe praise when it is justified.” —Attila the Hun

Even Attila the Hun had it figured out.

Human beings crave recognition.

Recognition helps to satisfy this desire and gives the person being commended inspiration and renewed enthusiasm. As Attila the Hun warns, some people hand out so much praise that it loses its significance.

Praise should be kept for the extra effort and really good performance, not just for doing what is expected.

To be an effective manager, you should know that people do better in a positive environment of acceptance and understanding.

To use praise effectively:

• Give credit when it is due.
• Be specific about the reason for the recognition.
• Be sincere.
• Ask the advice of your people. The most sincere form of praise is accepting someone’s advice and suggestions. If you can’t accept a suggestion, you should provide a diplomatic explanation why.

On top of giving recognition where it’s due, part of being a great leader means having emotional intelligence.

Here’s how to increase it.

Taking Corrective Action

On the other hand, good leadership and management often require an employee be called to account for making mistakes, or for work or personal factors related to the job.

Here’s a refresher on how to reprimand someone.

Do:

• Time the reprimand properly. As a rule, the reprimand should be administered as soon after the offence as possible.
• Reprimand the person in private, never in the presence of others.
• Begin the reprimand with a question based on the facts, not an accusation.
• Take nothing for granted. Give the employee a chance to tell the entire story.
• Listen.
• Give constructive advice. Leave with a feeling that no resentment has been incurred and that a positive plan of action has been developed to correct the problem.

Don’t:

• Reprimand someone when you are emotionally upset.
• Interrupt the person’s story or anticipate a particular response.
• Get manoeuvred into an argument.
• Nag. Once the issue is settled, forget it unless there are signs of it being repeated.
• Compare the employee to other people. Always compare to a company standard.

The golden rule of corrective action is that the emphasis should always be on the error being corrected or the offence committed—never, never, never on the person who is being reprimanded.

How and When to Take Corrective Action

It’s easy to commend your people for good work and give recognition where it’s due. Doing so is often a great pleasure to a leader.

But to correct a fault, provide a reprimand, or terminate an employee for poor performance takes courage.

In my career, I have had to do too much of that kind of HR “dirty work.”

But I draw the courage to do so from the knowledge that the employee has been treated fairly and has been provided with every opportunity to improve.

How Do You Measure Up When It Comes to Recognition?

Read each statement or question below.

On a scale of 1 to 5, with 1 meaning “never” and 5 meaning “always,” mark an “X” where you think you are today on each measure, and then mark an “O” where you would like to be.

You involve people in a creative climate in which they feel free to participate.
1 —– 2 —–3 —– 4 —– 5

You understand that people don’t behave in uniform ways, and you take into consideration the personal makeup of each individual.
1 —– 2 —–3 —– 4 —– 5

You have accurate, objective ways to assess the performance of your people.
1 —– 2 —–3 —– 4 —– 5

You hold regular interviews with people to stimulate them to achieve desired results and coach, guide, train, and counsel them on a goal-oriented basis.
1 —– 2 —–3 —– 4 —– 5

You train people to take corrective action when desired results are not forthcoming.
1 —– 2 —–3 —– 4 —– 5

You take corrective action quickly when deviations from desired results and performance occur.
1 —– 2 —–3 —– 4 —– 5

You show proper appreciation to staff when they merit it.
1 —– 2 —–3 —– 4 —– 5

You do not ignore mistakes, but you don’t dwell on minor ones.
1 —– 2 —–3 —– 4 —– 5

Areas for Improvement

So, how did you measure up? Could you use a little help with giving recognition and corrective action? I can help.

From being a better leader, to building a stronger team, my one-on-one coaching helps leaders prioritize their work, streamline communications, and gain the confidence they need to become truly motivational leaders for strong teams.

Get in touch today to find out how we can work together.

Did you enjoy this article? Be sure to check these out, too:

The High Cost of Poor Leadership
10 Signs You Have a Scary Boss
People Pleasing Leaders & Soup Sandwiches – 5 Messes You Make When You Try to Make Everyone Happy

This article was originally published in 2018, and it’s been updated just for you.

As we navigate one of the biggest global crises many of us will ever experience in our lifetime, people around the world are in a state of what’s known as crisis management. While managing crises seems like an effective solution, it just means we’re in a constant state of doing the bare minimum to keep our head above water.

Of course, some crises are out of our control. But what we DO have control over is taking steps to be prepared (physically, mentally, financially, emotionally, and so on) for whatever life throws our way. We can also be proactive in dealing with problems as we encounter them.

What is crisis management?

Crisis management happens when you’re too busy dealing with the problem at hand so small emergencies grow into large problems or crises. We become overwhelmed rather than investing time and resources into long-term solutions…Solutions that could prevent the crisis from occurring in the first place.

If you’re constantly in a state of crisis management, chances are your productivity is almost nil. And your nerves are likely shot.

I heard from a reader who was struggling with crises or emergencies that continually get in the way of their priorities. Now, I’m not 100% sure what’s going on in this person’s life. But if crises and emergencies are routine, then they aren’t crises and emergencies…They’re normal life for that person.

It reminds me of an old story about a suitcase manufacturer based in Montreal.

They made beautiful, high-quality suitcases that people might have used during the glory days of plying the seas via ocean liner. Sadly, they were slowly going out of business. People were no longer sailing. Instead, they were flying and required smaller suitcases.

When asked why this company didn’t start making small suitcases, they responded resolutely that they “couldn’t switch over because they were too busy making large ones!”

The suitcase company was in a state of crisis management. So, what can be done to put an end to crisis management and deal with problems as they come our way?

By the way, don’t miss this post where I share the three things you need to lead through a crisis.

Got a problem? Fix it NOW!

If you’re going to put an end to crisis management, you’ve got to get out in front of the problems. You need to stop them before they occur.

It’s not that small business owners and non-profit leaders DON’T want to nip problems in the bud. But doing so requires the two precious commodities we’re usually short on, time and money.

And since there are always more tasks than people to do them, it’s easy to see why crisis management is a problem.

Or why during a crisis we just keep making large suitcases instead of biting the bullet and switching over to what our customers want.

When you’re fighting for your life, the urge to stay with what you know and where you are comfortable is natural and completely understandable.

You begin to feel like you’re sinking. Your perspective is diminished. Short-term survival instincts kick in.

You can’t manage if you’re always in a crisis.

If you’re dealing with competing priorities, it can turn into a form of crisis management. Click here for some actionable steps for dealing with competing priorities.

How to eliminate crisis management

You didn’t get to where you are all at once. You did it one small step at a time.

So you shouldn’t be surprised when I tell you that it’s the same as eliminating crisis management.

Here are some steps to consider:

1. Where did it start? The next time you’re faced with a problem, ask yourself and the people around you where it began. Find the true cause of the problem. Even if you don’t have the time or resources to fix the fundamental cause of the problem, just by identifying it, you’ve made progress in eliminating crisis management in your organization.
2. What are the quick wins? There probably are many problems that can be fixed by making small changes.
3. Are there sacred cows? These issues sound like, “We’ve always done it that way.”
4. What is your collective intellectual horsepower? Ask your staff, Board, or a mentor for their thoughts and suggestions for improving the organization.

Like the suitcase company, if you’re too busy dealing with the crisis to fix the causes, you’ll be stuck with a failing enterprise.

Only by fearlessly shining a light on what’s going on in your company will allow you to identify – then fix – your problems.

If you’re interested in going even deeper or moving your career to the next level, you’ll also want to have a look at my 1-on-1 coaching services.

If you enjoyed this article, be sure to check these out, too:

A Curated List of Crisis Leadership Articles
9 Stupid Management Practices (and what to do instead)
The 6T’s To Know What To Delegate

This article was originally published on September 25, 2015, and has been updated.