
Attitudes Towards Your Relationship
As discussed on the video Attitudes and Approaches in How to Win Over Your Boss, I stressed the importance of checking in with yourself about your attitude towards the relationship you have with your boss.
The purpose of this exercise is to help you to land your reflections and turn them into specific actions you can begin to take to move towards a more helpful attitude. This does not mean you have to always be agreeing, always be positive, but that you become far moe aware of the impact your chosen attitudes have on the behaviours that inhabit your relationship (your behaviour and your boss' behaviour).
During the first webinar we covered a number of attitudes that help and support your transition into a strategic influencer. The purpose of this exercise is to give you the opportunity to do a little self-analysis and also, make decisions about adjusting the attitudes you approach your work with. Read More
Measuring Your Business Relationships
Relationships need to be in good shape if you are going to be able to deliver at your best. You have relationships all around you: your boss, your co-workers, your team members, and many more besides. When they are not working, problems quickly ensue.
If you are interested in improving a specific relationship, it really helps to quantify exactly what you are aiming for, and find a way to measure the quality of your relationship. This will help you to focus on what to improve and find actions you can take that will (hopefully) move you towards your goal.
Rather than tell you what you should measure, I’d like you to work it out for yourself, lay down some measures appropriate for you, and then set about making it happen.
To do this, reflect a little on relationships that Read More
Harnessing the Power of Informal Groups
We normally view organisations as being split into formal groups such as marketing, operations, sales, etc. To this formal structure we can add cross-functional project teams created for specific purposes. This represents the way formal power assets are divided within the organisation.
However, underlying this is an informal structure — groups of people with something in common. They could share common sporting interests, educational background, or even the fact they all smoke. These informal groups can have a massive impact Read More
WoB: How to Win Over Your Boss Welcome
The Stakeholder Breakout Process
Troublesome, battle-hardened people exist in most organisations.
These high-ranking individuals wield great power and usually do not have the time, or the patience, to let others know where they are coming from or why they are making the decisions they are making.
They represent an extremely tough road-block or obstacle. Unfortunately, they are also usually misunderstood and it is this which Read More
The Team Brand Implementation Process
In order to maximise the impact your team can have on the world around it, and to gain greater results, you need to implement a strong brand that can be lived by the whole team, not just you or one or two team members.
To begin, you need to do a little analysis. This forms stage one of the team brand development process (take a look at Developing and Influential Team Brand if you haven't already see it).
In this article, I outline the next vital steps to implementing Read More
Top Ten Ways Bosses Annoy Their Team Members
Having sifted through hundreds of responses and comments over the last few weeks, I am now able to reveal the top ten things that annoy people about their boss.
You can use this list as a boss, to score yourself, do some self-reflection and perhaps, begin to mend your ways. On the other hand, you might be inclined to give yourself a nice pat on the back. If so, watch out for that old twin demons of delusion and complacency.
Alternatively, maybe you are getting a little annoyed with your boss at Read More
Private Client Expectations
If you are using the private client service, here are a few points to note:
Read More
How to Leave a Legacy as a CIO
In the Deloitte Global CIO Legacy Report (November 2015), the most important capability for successful CIOs is influencing internal stakeholders. It is also the skill least cited as a strength by the 1200 CIOs who took part in the survey.
- 79% of CIOs said that it was the most important characteristic of a successful CIO.
- Only 55% recognised this as a strength they possessed.
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