Right Wrongs

When you break a promise, is your first instinct to defend yourself, rationalize, minimize, or ignore it altogether?

Stephen M.R. Covey says, "Righting wrongs is more than just apologizing; it's also making restitution." If you need to right a wrong, offer an unconditional apology, take action to resolve the issue, and commit to improve.

Leading a team requires a different skillset than working as an individual contributor. To succeed in the face of new challenges, first-level leaders need to shift how they think and act. Download our latest guide and develop your people into a high-performing team.

Protect Against Urgencies

Are urgencies draining your team's energy? Try this helpful tip to protect against energy draining urgencies.

Extend Trust

Demonstrate a propensity to trust by extending trust abundantly to those who have earned your trust.

Enabling Greatness in People and Organizations Everywhere

Right Wrongs

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Create a greater sense of ownership and engagement on your team by including your direct reports in the goal-setting process.

When you set a goal, are you committed and ready to achieve a winnable game? Or do you fizzle out? Learn to make commitments that impact your goals.

What is the best way to create goals? Here are three different brainstorming methods.

People who try to push many goals at once usually wind up doing a mediocre job on all of them. You can ignore the principle of focus, but it won’t ignore you.

We’re not advocating goals that are easy to reach. Set a goal that challenges the team to rise to their highest level of performance but not beyond it.

Learn why you should share your challenges with this helpful leadership tip.

Are you consistently assessing your relevance and advancing your skills and capabilities?

Change is the new normal. By the time you adjust to a change, another one is coming down the pipe. Learn how to effectively lead through change with this tip.

Do you dedicate your time to the activities that will yield the most impactful results on the organization and your team’s mission?

Do you spend as much time celebrating the achievement of goals as you do setting them?

Are you and your team delivering activities instead of results? Are the results the right ones?

Effective leaders create systems that make it easier to achieve results. When was the last time you did a “systems check”?

Are the efforts of your team members moving your goals forward? How can you make it easier for them to do so?

Does everyone know the team’s top two or three priorities (WIGs) and how they will align their efforts to achieve them?

Have you articulated an inspiring vision so your people choose to volunteer their best?

Do you need to be the smartest person in the room?

What’s preventing you from holding 1-on-1s with each of your team members?

How will you find the courage to keep your team focused on what is most important, including saying no to some of your own best ideas?

Do you see every interaction with team members as an opportunity to build confidence and develop potential?

When you break a promise, is your first instinct to defend yourself, rationalize, minimize, or ignore it altogether?