This is such a great article! I really enjoyed it. I especially liked the questions TO ask as opposed those NOT to ask. I loved the way you led me through all the facets of being a great leader within an organization. The part about motivation as just the beginning of leading is great. I think it’s easy to get caught up in thinking, “Well, I motivated them and threw a pizza party, but why aren’t they being productive and following through!” You did a great job explaining this! Thanks!💙
I really enjoyed this article, Ryan. It reminds me of my recruiting days and the crazy thing I learned: when a potential candidate wanted to talk to me, all I wanted to do was get off the phone, and when a potential candidate didn’t want to talk to me, all I wanted to do was keep them on. Because what I learned about bringing my clients (the companies that hired me) good candidates is that “wherever you go, there you are…”
Sorry pressed send before finished. Basically IT manger got removed. I was “required” to lead IT too. & my Prog Mgr role hire was delayed. I did 3 senior jobs for 6-9 months. It didn’t end well.
There’s a really difficult balance when you’re covering for those that don’t step up. Many, including myself, simply take up the slack. It’s wrong but it’s also hard to say No especially when you’re at / near the top. As you’re the leader & you’re expected to find solutions.
From 40 years of working at all levels from the most junior to the top leader (I suspect many won’t like what I’m about to say), the most important thing is to deal with the poor performance.
Everyone, sometimes bar the poor performer, knows who is the issue, and they want you to deal with it. Because failing to undermines everything.
However it gets even trickier when the poor performance is your superiors.
One case for me in later years, before I set up on my own, was when I was recruited as UK Professional Services Director, with a remit to fix Professional services and an approved Programme Manager hire, reporting to the Group CIO / Group Board at the same time as another who was UK IT Manager (same reporting line). He lasted 3 months.
This is such a great article! I really enjoyed it. I especially liked the questions TO ask as opposed those NOT to ask. I loved the way you led me through all the facets of being a great leader within an organization. The part about motivation as just the beginning of leading is great. I think it’s easy to get caught up in thinking, “Well, I motivated them and threw a pizza party, but why aren’t they being productive and following through!” You did a great job explaining this! Thanks!💙
I really enjoyed this article, Ryan. It reminds me of my recruiting days and the crazy thing I learned: when a potential candidate wanted to talk to me, all I wanted to do was get off the phone, and when a potential candidate didn’t want to talk to me, all I wanted to do was keep them on. Because what I learned about bringing my clients (the companies that hired me) good candidates is that “wherever you go, there you are…”
Sorry pressed send before finished. Basically IT manger got removed. I was “required” to lead IT too. & my Prog Mgr role hire was delayed. I did 3 senior jobs for 6-9 months. It didn’t end well.
There’s a really difficult balance when you’re covering for those that don’t step up. Many, including myself, simply take up the slack. It’s wrong but it’s also hard to say No especially when you’re at / near the top. As you’re the leader & you’re expected to find solutions.
From 40 years of working at all levels from the most junior to the top leader (I suspect many won’t like what I’m about to say), the most important thing is to deal with the poor performance.
Everyone, sometimes bar the poor performer, knows who is the issue, and they want you to deal with it. Because failing to undermines everything.
However it gets even trickier when the poor performance is your superiors.
One case for me in later years, before I set up on my own, was when I was recruited as UK Professional Services Director, with a remit to fix Professional services and an approved Programme Manager hire, reporting to the Group CIO / Group Board at the same time as another who was UK IT Manager (same reporting line). He lasted 3 months.