Recognize: The work isn't being done by elves [Download PDF version]: Li #182 A Leader's Power and Obligation JOHN WAS A charismatic leader I worked with early in my career. People were drawn to him and charged by the vision he cast regarding the work of our nonprofit organization. Our staff was smart, talented, and motivated, and we accomplished far more than the size of our team would suggest. John also had a blind spot, a trait that pretty much drove the rest of us crazy.

Authority is not enough to move people to great performance [Download PDF version]: Li #181 Why Managers Must Lead ASK A MEDIOCRE manager, “Why do people work at work?” They will typically reply, “Because they get a paycheck.” No, I answer, that’s why they have a job. What I am asking is why they care. Why do people put their hearts into their work? Why will they go above and beyond what is required? Why are they self-motivated to pursue excellence? If they do these things, i

Why addressing your weaknesses can help you go from good to great [Download PDF version]: Li #180 High Performers and Limitations LARRY SEEMED TO have everything you are looking for in a business leader. His professional competence was without question. He was intelligent, hard-working, and dedicated. He knew the business inside and out and was a major driver in the company’s advances. Larry’s character and values were also widely acknowledged. There was just one problem. He

Knowledge and skills are not enough for top leaders [Download PDF version]: Li #141 At the Top, It's About Behavior THE PETER PRINCIPLE was published in 1969, a humorous look at why so many executives and managers fail. The principle formulated by Laurence Peter states that in a hierarchy everyone rises until he reaches his level of incompetence. An excellent salesperson, for example, is recognized for her achievements and named the new Sales Manager. Unfortunately, the skill