A while ago, a friend (let’s call her Anna) told me about a personality test she had done during her first job. It was the Myers-Briggs Type Indicator that was the standard of profiling when she and I started our working lives decades ago.
“Managers are people who do things right, and leaders are people who do the right things.” Warren Bennis
I’m not sure why, but recently I’ve come across an increasing number of articles, quotes, memes or infographics that compare managers against leaders. That’s no
If you’re a middle manager, you probably spend 35% of your time in meetings. If you’re in upper management, it can be a whopping 50%. Yet executives consider 67% of meetings to be failures. We want meetings to be engines of productivity. The reality falls short.
I have worked with many leaders and one of their greatest desires for their teams to have is the ability to think and create more possibilities. They do not want to keep hearing their team members say what they cannot do.
My executive coaching client, Mei, had just received a high-visibility promotion. It would shift her from leading the sales function (with full profit and loss responsibility) to taking over a regional sales job in charge of 11 countries.