In this wide ranging interview with Jalynn Baker from the Knoxville Entrepreneur Center, I discuss my background, my pivot from corporate to coaching, and most importantly my big WHY! Check out the other interviews HERE. Below are the timestamps for the questions I answered. Time Questions 0:28 Why did you shift away from theContinue reading “[Watch!] My Big Ideas Welcome Interview with Jalynn Baker”
Category Archives: Leadership
đŻ[FREE DOWNLOAD] Leadership Blueprint
7 Questions to Assess Your Leadership Habits
Answer these questions to gain a better perspective of your own leadership habits: 1. How have your current leadership habits impacted the performance of the team? 2. What new habits would serve you better? 3. For each of your negative habits that cause stress or disharmony, describe a positive habit you could try that wouldContinue reading “7 Questions to Assess Your Leadership Habits”
3 Keys to Giving Effective Feedback
Research shows that feedback is important to employee engagement and retention. 65% of employees desire more feedback. 80% of employees want feedback at the moment rather than delivering aggregated feedback for an annual or bi-annual review. Follow these guidelines for giving effective feedback. Be Specific and Objective Avoid making generalized observations about something. They donâtContinue reading “3 Keys to Giving Effective Feedback”
How Technical Experts Can Display More Empathy
Technical experts transitioning to leadership often struggle with the emotional side of the job. You’ve gone from being required to justify all of your decisions with logic, to now being asked to use high amounts of emotional intelligence to care for your team. One place that you can get stuck is where to start withContinue reading “How Technical Experts Can Display More Empathy”
Why Smart Leaders Create a Well-Defined Sandbox
âMy scientists and engineers arenât innovative enough. They donât go after high-risk, high-reward opportunities.â âconstant complaints from senior management. âSenior management doesnât want innovation. They have a track record of punishing people who take risks and failâ.–constant complaints from scientists and engineers. How do you resolve this conflict? đŻSmart leaders unleash the creativity of theirContinue reading “Why Smart Leaders Create a Well-Defined Sandbox”
5 Annoying Things Leaders Must Stop Doing
đHere are a few persistent negative behaviors that leaders need to stop doing right now: 1ď¸âŁ They check their phone instead of listening. Avoiding distractions and asking follow up questions lets us know you value our efforts. 2ď¸âŁThey are late to their own meetings. Being punctual sends us a signal that you value our time.Continue reading “5 Annoying Things Leaders Must Stop Doing”
The #1 Thing New Leaders Must Change Immediately
I can always tell the difference between experienced and new leaders. Do you want to know how I can tell? One slacks off a lot. On purpose. Experienced leaders understand this concept: đâDo A work for A priority objectives, but do B work for B priority items.â Robert Pozen, Senior lecturer at MIT Let meContinue reading “The #1 Thing New Leaders Must Change Immediately”
Do You Know The One Time it Doesn’t Matter if You Lead with Empathy?
When youâre not a leader any more. Because youâve been fired for not getting results. âLET ME BE CLEAR: I am NOT making the case that caring about business results is more important than caring about people. âI AM making the case that you have to care about BOTH. Maybe everyone already knows this. ButContinue reading “Do You Know The One Time it Doesn’t Matter if You Lead with Empathy?”
Incorrect Stereotypes About Highly Technical People [A RANT!]
Executives, stop using stereotypes about scientists and engineers to develop your technical talent strategy! âWe only care about working on cool projects. âWe don’t care about the business aspects of our work. âWe don’t care about recognition. âWe don’t want to manage people. Nope. âWe want to know that our work contributes to the business.Continue reading “Incorrect Stereotypes About Highly Technical People [A RANT!]”