The cover of our eBook . . . .
Here is a list of few things I’ve learned being in leadership positions for more than 25 years . . . how many do you agree with? How many have you experienced? Are their others that should be added to the list?
While there are lots of successful business models, business gets done through the effort of people.
Managers typically lose more sleep over people issues than they do business decisions.
Problems that persist in human systems are rarely simple, obvious, or subject to a quick fix. The easy fixes never become persistent issues.
Leaders fail to deal with “difficult employees” for a number of reasons but the biggest one is fear . . . in the leader themselves.
There are many successful business plans but success is determined by the action of people on the team.
People’s behaviors are, to a large degree, conditioned by their past experiences and only recognizing this and sustained focused practice create real changes.
The leader’s most difficult employee is likely to be one that differs the most from the leader in personality . . . and thus the one with the most potential to add balance to the team.
Leaders who are quick to see termination as the answer to problems will create teams with systemic problems of trust, loyalty, honesty, etc.
Leaders who will not address a toxic employee will demotivate and erode their team’s efforts.
Engaging Your Team: A framework for leading “difficult” people is an eBook we wrote to help managers and leaders. It can be downloaded for free (we do ask for your email), or, if you prefer, you can support our work and buy it on Gumroad.
