"What's the excuse this time?" So often our team embarks on a new initiative and partway in, we can already hear people beginning to frame excuses as to why it won't (and eventually doesn't) work. What if we got them all into the open beforehand?
Corey Olynik
Smartphones are indispensable for today’s leader, yet smartphones get us off track as well. On the plus side, multitasking is phenomenally enabled by those handhelds. However, focusing on one thing for an extended period, without electronic interruption, significantly impacts our results. Leaders must learn to balance multi-tasking and single-tasking.
Corey Olynik
Most changes we contemplate and enact aren’t poorly designed. When change goes sideways it’s likely due to poor presentation and communication. We can’t forget that our people love yesterday; yesterday is safe. Tomorrow is scary. Let’s consider forging the link rather than emphasizing it.
Corey Olynik
The late, great Elmore Leonard (Get Shorty) was once asked why so many people like his novels. He answered, “I leave out the parts readers skip.” Wow. Don’t you wish more business speakers took that advice? Can you?
Corey Olynik
Most leaders I talk with are working too hard; they never shut it down. No wonder they run out of ideas.
Corey Olynik
What do you hope to be different five years from now; how will you plan it into being?
Corey Olynik
What happens in your organization when something goes wrong? If you are like most, the first question is often, "Whose fault is it?"
Corey Olynik
I wonder what descriptive words your people use for you. Do their words match your intentions?
Corey Olynik
Every once in a while I see leaders hesitating to act for no apparent reason. Probing, I've found a number of leaders seem to be waiting for permission. What keeps them paralyzed is that those expected to grant permission don’t even know their permission is hoped for.
Corey Olynik
Leaders see it all the time ‒ employees responding poorly to change initiatives. Maybe a new approach is required ‒ one that acknowledges the resisting forces and, in understanding them, reduces their sway.
Corey Olynik
Boss: "I wish my people would take more initiative, be more creative, get outside the box." Employee: "I wish my boss would turn me loose, untie my hands, let me show what I can do."
Corey Olynik
Great mentors share how they think rather than teaching people about what they do.
Corey Olynik
Consider using your vacation for strategic purposes in your organization. Carefully think about who will do which pieces of your job while you are away.
Corey Olynik
We've all seen this in our meetings. Some people will begin speaking and keep talking until something valuable comes out of their mouth; they engage their minds with their mouths open.
Corey Olynik
Many leaders believe that good organizational culture means the absence of discord among their people. Their focus is on agreeing and getting along. But productivity remains elusive.
Corey Olynik
The most productive leader leads from strengths and dials back those tendencies to react poorly.
Corey Olynik
"If only my people would just do what I ask!" I've heard too many leaders utter those words and then, in their frustration, implement solutions that don't seem to make things better. Maybe leaders can sharpen their approach with a simple shift in the question they ask themselves.
Corey Olynik
The challenge is to create time without having your team feel like you hit the “pause” button. For many, “pause” creates inertia that's tough to break.
Corey Olynik
Many leaders tell me it will take months, even years, to get someone ready for a key position. Yet they don’t prepare.
Corey Olynik
Leaders tell me they wish their people had more ideas ‒ creative and innovative suggestions that will improve the organization. Maybe we don't know how to ask.
Corey Olynik
