Organizations are under pressure to become faster, leaner, and less bureaucratic. In response, many are flattening structures, widening spans of control, and eliminating layers of management. I have expereinced this recently within my organization with the federal government. Some of this restructuring is overdue. Excessive approvals, duplicated reporting, and unclear accountability can slow good people down. Removing unnecessary bureaucracy can strengthen an organization. But there is a…
Positive Leadership Is Not Pretending Everything Is Fine
Leading in a challenging environment can test even the most experienced leader. Resources are limited. Expectations continue to rise. Employees are tired. Change seems constant, and every decision carries consequences for people who may already be carrying more than we realize. In that environment, leaders often hear that they need to “stay positive.” That advice is not wrong, but it can be incomplete. Remaining positive does not mean ignoring difficult realities, minimizing legitimate…
Be a Connector, Not a Collector
Be a Connector, Not a Collector The servant leader’s approach to building and stewarding relationships Most of us were taught to think about networking like collecting. Collect more contacts. Meet more “important” people. Grow your reach. Build a list of people you might call one day for advice, an intro, or an opportunity. And there’s nothing wrong with building a strong network. Relationships matter. They open doors, stretch our thinking, and create opportunities we wouldn’t find on our…
Turn belief into advocacy
Sometimes people do not need another course, workshop, or training program. They need someone they trust to say: “I know this person. Give them an opportunity.” That is one of the most practical ways leaders can serve others. As our careers progress, we gain more than experience and responsibility. We also gain access. Our recommendations…
Succession Is a Culture, Not a List
Many organizations have a succession plan. Far fewer have a succession culture. A plan usually identifies potential replacements for a few important positions. A culture continually develops people throughout the organization so that leadership transitions do not create unnecessary disruption. The difference becomes clear when someone leaves. If the organization immediately begins searching for a…