The Bailey Group Blog
What We’re Thinking
Take a moment to keep up with The Bailey Group and let our influential professionals keep you up-to-date with what is going on in the world of business and executive leadership. Whether you prefer to digest your information in the form of informative blog posts, in-depth white papers, or engaging podcasts, we have you covered.
Job descriptions tend to have great information about primary responsibilities and the credentials required to fill the role. But, clearly defining the specific competencies and characteristics in ways that truly define what is needed in a candidate can significantly increase the likelihood of making a successful hire.
The annual Register Great Bike Ride Across Iowa (RAGBRAI) was held last week, reminding me of lessons learned by completing it six years ago, including the value of getting out of my comfort zone and the importance of preparation. These and other lessons have practical applications in the world of business.
Stereotype threat is the pressure felt not to confirm a negative stereotype about an aspect of one’s identity. This threat, real or perceived, can become part of daily reality and can impact relationships, performance and behavior.
Balancing the tension between risk and reward in pursuing the goals of an organization is an attribute that first-time leaders can learn by observing others, joining a peer group, or engaging an executive coach.
Teams who have been together for a long time and have been effective in the past can suddenly struggle. As with any relationship, maintaining team effectiveness takes ongoing energy and focus.
As integral members of the workplace social system, leaders that invest their time and effort in the people we coach significantly increase the likelihood of sustainable change and progress.
There are two factors to consider when determining if someone is coachable – their ability to change and their willingness to change.
“Throwing” your ideas and perspectives occurs when you lead with a judgment about something and stating that judgment as if it were fact. That action can trigger others to respond accordingly. The solution to avoiding real and abstract food fights is to learn how to offer what is “on your plate.”
To lead like a CEO means to hold the team and individual ELT members accountable for goals and deadlines and to be relentless in making changes in leadership when necessary. This is not easy, but the end result is a high-functioning ELT.
Becoming the leader that others wants to follow involves consistently observing yourself and others to better understand how your habits and skills (or lack thereof) influence those around you.