Author Archives: Barb Krantz Taylor

30 Jan

You Know How You Got Here, But Do You Know How to Get THERE?

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , ,

One type of organization that The Bailey Group works especially well with, are those organizations who have evolved from being a small, entrepreneurial “shop” to a bona fide “small business.”  If you are a leader within this type of organization, the following challenges may be familiar to you… In the entrepreneurial phase, leaders do it

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05 Jan

The Millennial Manager Is…

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , ,

In 1999, I attended a conference on “The Millennial Manager;” a popular topic at the time.  I’ll never forget receiving a four-page handout with four paragraphs on each page. Each paragraph started with the phrase “The Millennial Manager is…,” followed by an adjective such as “strategic,” “empathic,” or a “great communicator.” None of the adjectives

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06 Dec

Silos vs. Enterprise…A Better Approach to Thinking and Problem Solving

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , , , ,

“Siloed” organizations are nothing new.  I am currently working with several clients however, who are making a concerted effort to tear down those silos and build a more “enterprise-wide” thinking among the senior executive team.   Leaders who successfully establish enterprise-wide thinking in their organization: 1)      Truly value, understand and publicly articulate how other functions contribute

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08 Nov

Strategic thinking is great, but…

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , , ,

Determining and defining leadership competencies is critical—and becoming more and more common.  One competency that often tops the list is, “strategic thinking.”  While I agree strategic thinking is a top priority, it is also one of the more harder-to-define competencies.  We all “know” the language, but when asked to define it—to break it down into

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04 Oct

Let's Be Clear About One Thing…

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , , , , ,

I recently re-read one of my favorite books, “The One Thing You Need To Know—About Great Managing, Great Leading, And Sustained Individual Success,” by Marcus Buckingham.  Marcus has always written the books I wish I would have written!!And, while it may be a bit simple, he boils leadership down to ONE thing. The one thing

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07 Sep

Engagement…Totally Irrational, But Completely Essential

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor

Creating, clarifying and aligning the mission/vision/values for an organization is critical work in providing the foundation for Employee Engagement.  It is time well spent to ensure that employees understand WHAT the organization does, for WHOM it’s done, and WHY it’s done.  The mission/vision/values are “intentions” that promise employees (and customers) something about future interactions.  But

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01 Aug

Good Feedback = Better Outcomes

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , , ,

The most satisfying thing for me about coaching is watching the people I coach gain clarity about their strengths and confidence in their abilities as part of the coaching process. With this, their effectiveness as leaders increases, which impacts the success of their organizations. Much of this confidence and clarity comes with feedback… from personality/work

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27 Jun

A Perfect Fit Goes Both Ways

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , , ,

In the last few months you’ve heard the warnings…your employees are burned out and dissatisfied because of the extra effort they’ve had to put in over the past couple of years. But, because of their insecurity about the job market they’ve stayed with you. Now the economy is strengthening somewhat and employees are giving some

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23 May

How To Address Competing Perceptions About a Leader in Your Midst

Barb Krantz TaylorBy Barb Krantz TaylorBarb Krantz Taylor, , , , , , ,

Here is a common scenario… A senior leader calls me about one of their direct reports. “Great person,” they say. No real inappropriate behavior is evident and positive work results are achieved. However, they hear numerous stories that contradict their own experience. Essentially, the senior leader asks me “Who and what should I trust?”. Here

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