Organisations can’t change faster than the pace at which hard conversations are had.
If people don't talk in a direct, open and honest way, then complacency or worse still, fear of change and challenging the status quo must exist.
A big lesson I’ve learnt in leading people and teams, is the need to think more like a “head coach” than a “star player”.
Most of us get promoted to positions of people leadership because we were good at what we did. We became experts of our function or domain. We were the “star players” in our position.
If you don't like managing people, are not good or aiming to be good at it, you should get out of it.
Why such a hard line? Because people who work for you deserve better.
Working for a rotten manager is a primary reason good people leave an organisation or perform at a level less than what is possible.
In fast changing times, constantly asking why we do what we do is profoundly important. I learnt to appreciate the importance of clarity of purpose when confronted by my team at ninemsn. We were still a start-up in the early stage of building our business and burning about $3 million a month in cash.....