In my previous post about leading through the use of inquiry, I described four kinds of inquiry: Open Diagnostic Confrontational Process-oriented I suggest that leaders and managers who ask open questions with genuine interest and curiosity will benefit by building better, more trusting relationships with the people who work for them. There are other types…
In my recent posts I’ve been sharing ways leaders can engage their employees by asking questions and listening to their answers. In today’s achievement-oriented culture, displays of knowledge are admired. As Dr. Edgar H. Schein told a team of academic interviewers for the March 2011 edition of Academy of Management Learning & Education: “The whole…
In my previous post, we began exploring managing people by using the art of inquiry. In that vein, if you’re a boss, then asking questions of the people you’re in charge of has If you’re a boss, then asking questions of the people you’re in charge of has definite advantages over telling them what to…
After sharing my views on managing conflict (check out the previous posts here, here, and here), I thought you may appreciate some practical tips for dealing with conflict at work. I’ve found many of these tips useful, no matter what kind of organization, or what kind of position you’re working in. In the work I do…
In my experience working with organizations, there are three factors behind most organizational conflicts: Differences in behavior and communication styles Differences in priorities and values Workplace conditions, including poor communications from leaders Some personalities just seem to clash. It’s important to determine why two people rub each other the wrong way. Do they have opposing…
In my previous posts here and here, I’ve been praising the character trait of humility, particularly when it comes to leadership. It’s a trait praised by author Jim Collins in his classic book Good to Great. According to research on companies that sustain success over time, humility is a defining character of Level 5 leaders….
Leaders are prone to decision-making errors when they don’t notice information that’s readily available if only they’d ask for it. Apparently the skill of noticing isn’t widely practiced, as Harvard professor Max Bazerman reveals in his book The Power of Noticing: What the Best Leaders See (Simon & Schuster, 2014). With every important decision, leaders…