Americans work 137 hours per year more than the Japanese, 260
more than workers in the UK, and about 500 more than workers the
Voting for the 2017
Glenn Shepard Excellence in Leadership Award is now open. Click
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guidelines or to see previous winners.
Answer this question about yourself…
(and be brutally
honest when you do).
On a scale of 1 – 10, how good of a
leader are you?
Even if I’ve never met you, I could tell
how good of a leader you are by asking your employees two
1. How often does your boss push you to do
things you don’t think you’re capable of doing?
2. How often
is your boss right when s/he believes in you more than you
believe in yourself?
When asked to name an example of
a great leader, most folks recite names like Martin Luther King
and Abraham Lincoln, who changed the world.
But you don’t
have to change the world to be a great leader, you just have to
change people’s beliefs about themselves.
have the most unfortunate habit of underestimating what they’re
capable of doing, self-imposed limits keep most people mired in
mediocrity throughout their lives. No matter how much or how
little people are doing, they tend to believe they’re doing the
most they can do, the best they can do, and doing it the fastest
they can do it. (This is related to a revolutionary industrial
psychology principle known as The Hawthorne Effect, discovered
by AT&T’s primary supplier in the 1920’s.)
that leaders become leaders by leading people to places they
would not have gone on their own. But when you manage employees,
that often means pushing people to do things they think are
Some will complain, push back, argue, and
fight you on it. Others will call you names like Task Master,
Tyrant, Bully, or Dictator.
But you can’t let them
convince you to back down if you want to be a good manager.
Leadership expert Adam Grant, who is also an organizational
psychologist and professor at the elite Wharton School of
Business, says that the most meaningful way to succeed as a
leader is to help other people succeed.
global chairman of Saatchi & Saatchi, says that leaders push the
boundaries of what’s possible. He points to examples of Amazon,
Uber, and Airbnb.
Perhaps the greatest example of what
happens when managers push their employees to do more than they
think they’re capable of is probably in your pocket right now if
you own an iPhone.
Steve Jobs was called all those names
by his employees, because he was always pushing people to do
more than they thought was possible.
From creating a
music player that would “Put 1,000 songs in your pocket” (the
first iPod) to making the corners of iPads round enough that
they could be held in one hand, he pushed people to do things
they didn’t think were possible.
If you want to be a good
manager, you have to believe in your people more than they
believe in themselves. And this often means pushing them to do
things they don’t think they’re capable of doing.
To learn how to get people to do more than they think
they can do, don’t miss the October CD in
Glenn’s Priority Club.
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