We’ve all seen someone there before. We’ve most likely also been there before ourselves. One of the most, if not the most knowledgeable and experienced person in the room. The one that can do the task or assignment with his or her eyes closed. Possibly the smartest person in the room. But somehow, they are also the most disinterested person in the room. Whether this disengagement comes from boredom or burnout, you can’t be sure, but it is obvious they’d rather be anywhere doing anything other than what they are really good at doing. You need them to do it,
I’ve found myself talking about skill and will a lot lately. Whether it be in one-on-one leadership coaching sessions or in group training, the conversation is often directed towards customizing a leadership approach based on the needs of the person being “led”. Much of our basic leadership training modules focus on customization based on personality, but that is only one piece of the puzzle. A person’s level of skill in doing a job or task and a person’s will to do the job or task (which includes aspects of personality) are critical to success. So what is skill and what
“Mommy,” my five-year-old said from the backseat of the car on the way to school one morning, “What do you do for work (pronounced more like wurk)?” I wasn’t sure where her question was coming from, but in trying to think about how to describe what I do to so her Pre-K mind would understand, I quickly thought that “consulting” wasn’t going to make sense. So, I chose instead to describe what I do in the context of what I was scheduled to do that day. “Well, today, I’m going to train some people on their first day of work.
During my bout with the flu when my husband was proceeding to tell me about how busy his calendar was, he showed it to me on his phone later. He actually did this while we were in the emergency room while I was hooked up to an IV that was administering fluids and nausea drugs to me while I waited to be admitted. Hey, there is only so much you can talk about in the ER. I was somewhat out of it (go figure) but talking about his schedule for the week reminded me of some good habits we ought
A production line worker is promoted to line supervisor, yet he is still running the line like the rest of his team. A department Vice President is still solving day-to-day issues and is drowning in a to-do list that has nothing to do with leading the people in her department. At every level of the leadership hierarchy, I see it often. Leaders not leading. Yes, they are busy doing, but they devote little to no time leading people. And if they just led more, it would actually shorten their to-do list! They were stars at their functional roles, so what