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I am sure all who have a boat will answer my question affirmatively. This is a simple question. No captain or skipper would accept to take the helm of a boat unless they know there is an anchor on board. Small boat or big boat, sail boat or a fishing boat, a catamaran boat or just a simple dinghy boat ... all need an anchor.
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Let’s attempt to identify what makes them good bosses
Almost anywhere you look, people are talking about “leadership” … defining leadership, talking, explaining and preaching about leadership… and most importantly how to be a leader. Research, studies, books, videos, courses and seminars abound. And let us not forget the coaches and mentors that coach people in becoming leaders. Then there is the importance of leadership, the styles of leadership, the elements of leadership and the levels of leadership.
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Which one wins, which one is more important…
When I arrived in a leadership role to head a company of the group, my first assignment was to put together a turn-around plan. The company had been losing money for several years and I was following two other presidents that were not successful in making a profit. My turn-around plan included among other actions lay-offs, which meant I had to get the approval of the company union.
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Loyalty is defined as a strong feeling of support and allegiance; faithfulness and fidelity to someone or something. Loyalty is also defined as the state or quality of being faithful to commitments or obligations. My preferred description of loyalty is being there for someone through the highs and lows, that is, staying by their side regardless of the circumstances. Loyal friends who can be depended upon are gems and a true blessing.
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A recent article in a national newspaper covered a legal battle between a well-known Canadian entrepreneur and his investors. The entrepreneur had founded a chain of casual restaurants that included franchised and corporate-owned operations. He had recently won CEO of the year; he was a member of the Order of Canada and was known for promoting the idea of a “kinder capitalism”.
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AC, WJ, and the Passport office may also consider and benefit ...
This last July, I tried to fly out of Pearson International Airport, twice. The first time was with Air Canada and the second time was with West Jet. Both flights were for a direct non-stop flight to Tampa, Florida.
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As we enter a post-COVID period, most of us are asking what the new world will look like. Will we return to a pre-COVID world, or will we change in many ways how we work and shop, where we work, what we do, and when we do things. There’s one big question in particular facing employers and employees: do we go back to working from the office or do we continue to work from home and remotely?
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A good friend invited me to his home for a pizza and a jam session. Although both of us knew that we were long time guitar players and guitar fans, we had never taken the time to jam together and enjoy what we had in common. Upon arrival to my friend’s home, he introduced me to Woodstock and McCartney, his two beautiful cats. No surprise as to what names musicians can come up with for their pets. My friend informed that they are very affectionate cats and are a big part of his family.
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So much has been written about the art of asking questions and how questions are considered even more important than answers. That is true, because questions seek to understand, clarify, and evaluate other people opinions, needs, actions, etc. Asking questions is known to build rapport and even intimacy between people. In healthy and good relationships, questions are welcomed as they help improve communication and help you learn about a person likes, dislikes, emotions, needs, opinions, choices, and so much more.
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All too often I hear executives say, “We need different kind of people” or “Millennials are this or that” or “Managing diversity is so difficult". These phrases imply that these executives want to recruit “better” people. I understand that rapid growth and a faster moving business environment may require specific expertise, and every organisation must seek the right balance between promoting from within and recruiting externally. But I disagree with the idea that the fault lies with “the people”. There are no good people or bad people. People perform well when they are doing what they like to do, and they turn in poor performance when they are in the wrong job. The key is not to have extraordinary people; the key is to obtain extraordinary results from all your people, regardless of their position! And here’s how: