Leading Less is More Like it in Lubbock (Part Two) has just been promoted to manager but they don’t actually want to lead or manage anyone. They’re now “leading” a team of seven people. Their philosophy has always been that the leader is less important than the doer and that the people should just do their job well without interference from a manager. How can they get their new team to think more like them and at the same time not lead them down the path to do so?
Eye on the Prize in Toronto has been identified as a “high potential” in their company and was selected for an elite internal leadership program. The program runs for two years and consists of spending 4 to 6 months in different divisions. The problem? Not every division is very welcoming—in fact, some of them are downright hostile. Is there a way to change these sour attitudes and carve a better path for the “future leaders” who will follow them?
Not So Happy One Hour Later in St. Louis is a manager who may have made a serious faux pas. After a long week of late nights working on a client deliverable, they treated their team to an extended happy hour. After one too many drinks, Not So Happy said a few negative things about the client and their boss. Neither of those individuals was present, but the rest of the team was there. How, if at all, can they address this mess since they don’t want their comments to get back to either the client or their boss?
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