Category Archives: Thoughts

On Leadership, Humility and the Self-Discovered Leader

So with all the talk about leadership, have you ever noticed how many conversations on this topic take place in the third person? One generally sees “he/she/they/them” (third person) used far more […]

The post On Leadership, Humility and the Self-Discovered Leader appeared first on Linked 2 Leadership.

Linked 2 Leadership

The Companies With The Biggest Jumps In Employee Happiness

Forbes – Leadership

You Don’t Have to Be the Boss to Change How Your Company Works

FEB15_26_454444313

Most workplaces face constant imperatives for change—from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.

Some things make it easier: If you are the boss, you can order change (although that doesn’t always work). If you have a broad coalition, you can create the perception of a flood of support. If people rely on your work output, you can impose conditions on how and when you’ll deliver it.

Often, though, the people charged with driving change don’t have any of these things. Consider Brian Welle, a Google manager who needed to roll out a huge initiative to tackle the problem of unconscious bias in the workplace. Some people are very receptive to investigating their own biases and trying to reduce them. Others, though, reject the notion that they might unwittingly hold prejudice, as reflected in some people’s indignant reactions to the slogans “check your privilege” and #blacklivesmatter. Convincing a Google-sized workforce not to resist his ideas, let alone embrace his initiatives, was a huge challenge for Brian—who was not the boss, didn’t lead a huge coalition among those he was trying to influence, and couldn’t horse trade to compel their cooperation. He was just a guy from People Analytics—in other companies, that would mean HR—who was planning presentations to try to change people’s minds.

How Managers can Become Awesome Coaches

Can a manager learn to be an effective coach? Yes! But they have to be willing to let go of some assumptions and pick up some new skills.
Read my latest post over at About.com to find out how.

The indirect investment (plural)

The investor asks, “when do I get paid back?”

The work for hire asks, “what’s in it for me?”

The member of the community wonders, “what’s in it for us?” Plural.

More than ever, our research, our writing, our art benefits all of us more than it directly benefits just the creator. Feed the commons.