by Steve Adubato, PhD
There was a lot of feedback to the recent column, "Thinking Outside the Box," in which I highlighted the importance of pro-actively taking risks within your organization. Following is what some readers had to say;
by Steve Adubato, PhD
At a recent leadership seminar, the CEO of a metropolitan area hospital talked about the need for his people to "think and act outside the box." While his hospital had made great strides in terms of patient satisfaction and increased revenues, the CEO still wasn't satisfied. He wanted his people to "take more risks" and not be restricted by the organizational chart when it came to their day-to-day activities.
by Steve Adubato, PhD
The recent blackout, which wreaked havoc on the lives of millions, has provided countless lessons, particularly when it comes to taking things for granted. While technological and utility based problems will hopefully be addressed, thereby helping us to avoid such a crisis in the future, some other important lessons can be learned involving leadership and communication. In any crisis, most people affected are looking for understandable and helpful information from those in charge. Fortunately, President Bush, Governor McGreevey as well as other government leaders provided this needed information during a critical 24-hour period.
by Steve Adubato, PhD
In last Sunday's "Star Ledger" Jeff Whelan wrote a piece called "McGreevey: Back to Blundering" in which the governor's leadership style was explored in great detail. In the article, the article referred to the fact that members of the media, lawmakers and McGreevey's own Cabinet were losing their patience "with the governor's micromanaging."
by Steve Adubato, PhD
In New York City, Mayor Michael Bloomberg is trying to implement a major restructuring of the public schools. In New Jersey, Governor McGreevey talks about the need to overhaul the state's child welfare system that some say is responsible for the recent deaths of two children in foster care. Countless corporations, non-profits and institutions of higher learning say they need to change in order to survive.
by Steve Adubato, PhD
What really motivates people in the workplace? Lots of us assume it pretty much comes down to money. The thinking is if you give people more money, you're bound to get better performance and a greater commitment to the organization. Well, that isn't necessarily so. According to master motivator Bob Nelson, author of the best selling book "1001 Ways to Reward Employees," there are lots of things outside of money that motivate people.
One of the hardest aspects of a leader's job is delegating. Yet, it's a must if a leader wants to see the forest from the trees or the "big picture." Some of the reasons we find it hard to delegate include a fear of: