You probably set your 2020 Goals or Resolutions — and left out one important step:
If you are like most of the type A, hyper-driven Executives I coach, you probably are packing too much in to your Goals. No problem being ambitious, but more often than not, you need to *stop* doing something in order to get more done.
Ask yourself: what is likely to de-rail me, and then how can I avoid it?
–> In other words: Set an ANTI-GOAL.
Type A people love Anti-Goals, because they can set a “goal”, and then cross it off… by not doing it.
So set up your top Anti-Goals. You’ll become more effective and efficient, and be a lot more focused.
Read a great summary on the “Power of Anti-Goals”: HERE
* Most widely read article in December 2019 at HBR Ascend *
There are a few fundamental principles to building relationships with influential people – but surprisingly few people apply them.
5 evidenced based ways to help you, in my latest article in Harvard Business Review Ascend: HERE
FUSE Corps Fellows are engaged in tough challenges focused on urban renewal — great conversation with them on Power Mapping last week.
Thanks to Kevin Williams, Dir of Learning, for inviting me to speak.
Key Questions I asked the Fellows:
1. *Who* has the biggest impact on achieving your goals?
2. Are you engaged in activities that are actively moving the needle?
3. What are *your* sources of power?
More than the glass ceiling, it’s the first rung that sets women behind.
Excellent article by Vanessa Fuhrmans on what companies and individuals can do to address the gap, which growing research shows leads to better financial performance.
3 actionable takeaways:
– “Just putting your head down and doing the work” won’t get you ahead. Build key relationships and get known. Bias is real.
– “Assemble your own career ladder.” Get mentors and be strategic.. identify and take on jobs that can accelerate your career, like managing high profile clients or building a business (vs being steered into support roles).
– for Companies: “Apply the same rigour to cultivating junior female managers.” Identify what roles and actions are springboards, position people to succeed – and track the data.
The findings, from the 2019 McKinsey & Company and Lean-In Report, map closely to what I see in my Executive Coaching practice, and the strategies outlined long ago by Prof. Jeffrey Pfeffer in his Stanford University course on Power.
Full article in the Wall Street Journal, HERE.
* Proud to have my piece shortlisted as a Featured Article of the week by the Editors. *
Delivering solid work is sadly not enough to always move the needle — at work, or in your career.
Strong interpersonal relationships are critical, and Seeking Advice — the focus of my recent article in Harvard Business Review Ascend — is one widely under-utilised strategy.
See the full article HERE.
Why do we fall for charismatic narcissists, and why do they often rise to the top?
When are they useful for an organization — and when are they disastrous?
One of my favourite pieces — and more timely then ever — that smartly dissects the topic: HERE.
Yes: Re-think China.
But Don’t Re-think China’s contribution to entrepreneurship, innovation and growth.
My latest article in Forbes HERE, on what we can learn about entrepreneurship, innovation and leadership from China.
When networking, we spend so much time on how to secure and start a meeting – and not nearly enough on how we want that meeting *to end.*
4 Steps to “stick your landing” and improve your networking results, from my most recent article in HBR Ascend: HERE
“As a matter of simple strategy, apologies may not be a great idea.”
Yes, apologizing may be the morally right thing to do, and is what (most of us) have been raised and instructed to do.
But apologies are complicated: Plenty of research shows that apologizing makes you look weak, that we overestimate the benefits an apology brings, and – in a recent NYTimes piece by Prof Cass Sunstein – that apologies can decrease your support.
Scan the corporate and political world and it’s clear that those who don’t apologise tend to go unpunished. In fact, they seem to keep their jobs and fair better: Franken vs Trump in politics; or Tony Hayward (BP, Deepwater Horizon crisis) vs Lloyd Blankfein (Goldman Sachs, Financial crisis) in corporate – an example used in Prof Jeffrey Pfeffer’s course on Power.
So think twice, just as I challenge leaders in my Exec Coaching practice: Apologies are overused and the advantages of *not* apologizing are insufficiently recognized.
Full article in the NY Times HERE.
If the word “networking” fills you, too, with dread, you’re not alone.
Read my recent article in Harvard Business Review Ascend, on how you can be a Connector. Being a connector not only pulls others to us, it leads others to pull us into their networks.
Full article HERE.