Archive by Author
I'm looking forward to the upcoming Excellence in Journalism convention in Nashville. I'll be leading a full day pre-convention Master Class for Managers on Thursday. On Friday morning, I'll present a convention session on "Breaking Barriers to Collaboration." Friday afternoon I will co-lead the panel "Pushing for Parity: How Women are Faring in Today's Newsrooms."
This is one of numerous conferences at which I've taught this year. I'm always impressed with the number of veteran leaders who show up for training. These are folks who could just as easily be teaching, in my humble opinion. Perhaps the true mark of their leadership is their commitment to continuous learning.
We meet a friend and ask how she's doing. "Busy. Crazy busy." is often the answer. And that's probably not an exaggeration. Today's workforce, especially managers, are under pressure to keep raising the bar for performance, even with fewer resources to make it happen.
In my latest column, I take on the "Overworked and Overwhelmed" challenge. I offer seven questions managers should answer to help them get control of their time and workloads. Just click on this link to read the tips. And take good care of yourself. We the world of work needs more great -- not burned out -- bosses.
People sometimes tell me they hold back on taking initiative or responsibility beyond their current role, because they don't want to overstep their boundaries. I respect that concern. I also think people can be overly cautious and talk themselves out of acts of leadership. There's a big difference between taking over, butting in, grabbing power -- and simply stepping up. That's what leaders do. They step up. Carefully. Collaboratively. Considerately. I think there are four ways you can be seen as a leader, no matter what your title. I lay out those four in a column and podcast just published on Poynter.org. A simple click on this link will take you right to the column. Hope you enjoy -- and keep leading!
I write this message, knowing it just might offend you -- but it's a risk worth taking. Here goes:
Why talk about biases? Because they are real and we all have them. We're also in denial about them. Research says we think of ourselves as more principled and ethical than we really are. It's human nature.
That's why I wrote a column for Poynter.org that lists six dangerous biases that bedevil managers. I candidly share how a few them affected me and what I learned from them. If you want to build your credibility as a leader, check out this link for the column and podcast of "Six Dangerous Biases of Bosses."