I love to learn. I read voraciously, always have since I was a little girl. I pay attention to people, to things in the world, to what is happening. I was raised by parents who valued learning, and I adopted their philosophy. You might be thinking- that is great, so what? Here is the thing, the drive to know can also be limiting.
I am so driven to know that when I make a mistake, I get upset with myself. I am much better about it after years of practice but it is still an unconscious automatic reaction to my mistakes (I am OK with other’s mistakes, as long as they fess up and fix them!). I am limited because I don’t like open-ended questions, and I stop discovering as soon as I have ‘the’ answer.
I am really committed to empowering people and especially women. I have this notion that we, together, can end the gender gap both in pay and influence, in my lifetime. Everything seems aligned for this- it is a hot topic. And I am still committed to that.
However, when I
How can you make your business team more productive? Today’s employees aren’t drones stuck in cubicles like a Dilbert cartoon. Your subordinates live in a social media world and expect personal engagement. Here are 5 ways to better relationships with your subordinates:
The first step is to connect more deeply with your inner self and to use that self-realization as the basis for your leadership. Connecting to your callings, and learning to love and trust your intuition gives you confidence. When you act from fear and doubt, you won’t motivate anyone else to support organizational change; however, when you are sure of yourself, you inspire your subordinates to trust you.
Know Your Subordinates
Research shows that the most effective leaders have a high emotional intelligence, meaning they understand people and can read their thoughts and feelings. One way to become better at emotional intuition is to get to know your subordinates. Spend time with them and find out about their families, their interests outside of work, and their particular fears, strengths, and dreams. As you build personal relationships with subordinates they will develop trust in
There’s a glass wall between the waiting room and the workshop at the windscreen shop where I took my new car to have its – you guessed it – windscreen replaced last week. I could watch the whole process, if I wanted, while sipping as many espressos as I fancied.
Clearly, they aren’t afraid of their customers seeing how things happen “backstage”. They have nothing to hide. I wonder if that’s because:
- They clearly care about their customers. They gave plenty of time to help me understand what would happen to my precious new car, and to explain exactly what I should expect with an aftermarket windscreen compared to the factory one. No question was too silly for them to answer with care.
- They have defined processes. Staff moved through each step, from when I entered the reception to when I drove off, with proficiency and ease. It meant they had the bandwidth to be friendly and courteous in each interaction.
- They promised what they know they can deliver. The promise to me was completion in 2 hours, but the delivery was only 90 minutes. My expectations