Friday, June 11, 2010
Wednesday, June 9, 2010
On discomfort.
If at any point in the day I say something that causes you to feel a little uncomfortable, please let me know so I can check that off my to-do list and move on to the next person.
Monday, June 7, 2010
On apologies.
Don't do it unless you mean it.
"I'm sorry you were hurt by what I said," is not an apology.
Nor is, "I'm sorry you misunderstood me."
Those pseudo-apologies aren't fooling anyone. They're your passive-aggressive way of saying, "This is your issue, not mine. Don't be so sensitive."
If that's what you feel, say that. You'll be seen as an asshole, but at least an honest one.
For the record, this is a true apology.
"I'm sorry you were hurt by what I said," is not an apology.
Nor is, "I'm sorry you misunderstood me."
Those pseudo-apologies aren't fooling anyone. They're your passive-aggressive way of saying, "This is your issue, not mine. Don't be so sensitive."
If that's what you feel, say that. You'll be seen as an asshole, but at least an honest one.
For the record, this is a true apology.
Tuesday, June 1, 2010
On leadership.
In the words of leadership guru Kyle Craig, there's leadership and there's management. Both are necessary to run a business, but for a lot of people in leadership positions the latter is mistaken for the former.
Management is about making sure boxes are checked and details are, well, managed. Things in their right places.
Leadership, however, is about inspiration. Inspiring people to give their all and do their best.
Leadership requires empathy. Foresight. Humility. Sacrifice. Trust. Risk.
If you truly want to be a leader – whether your job title says you are, you want your job title to say you are, or you are simply inclined to do it regardless of your position – you need to know the people you are leading.
I mean, really know them. How do they think? How do they process feedback? When are they at their best? Are they the type that come up with their best ideas when they're doing something else? Or do they do best when they hole up in their office and crank? What motivates them? A kick in the ass? A pat on the back? Know them. Then you can inspire them, and push them out of their comfort zones into places they didn't think possible. That's where their best work resides.
Managers tend to do things their own way, and expect other people to come to them.
Great leaders are chameleons. They understand the power of empathy.
If you can't do that, you may still end up in management.
But you'll never be a leader.
Management is about making sure boxes are checked and details are, well, managed. Things in their right places.
Leadership, however, is about inspiration. Inspiring people to give their all and do their best.
Leadership requires empathy. Foresight. Humility. Sacrifice. Trust. Risk.
If you truly want to be a leader – whether your job title says you are, you want your job title to say you are, or you are simply inclined to do it regardless of your position – you need to know the people you are leading.
I mean, really know them. How do they think? How do they process feedback? When are they at their best? Are they the type that come up with their best ideas when they're doing something else? Or do they do best when they hole up in their office and crank? What motivates them? A kick in the ass? A pat on the back? Know them. Then you can inspire them, and push them out of their comfort zones into places they didn't think possible. That's where their best work resides.
Managers tend to do things their own way, and expect other people to come to them.
Great leaders are chameleons. They understand the power of empathy.
If you can't do that, you may still end up in management.
But you'll never be a leader.
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