Recent content from Liz Reyer
Your approach may be less damaging in a steady state time, but during a time of ambiguity, it will be especially ineffective.
Q: My problem is my new boss. He treats me well but is very ineffective within the organization. As a result, I have a hard…
In particular, think about the areas of adaptability and communication.
Q: My life is challenging right now. My mom lives in another state and is having serious health issues. I have kids at home, and…
Clueless or intentionally rude? That will help you figure out the right path.
However, trite though it may sound, you do choose your reactions.
Be welcoming and express your expectations clearly.
Understanding the points of view involved is important.
Is this a pattern, one that could be having a negative impact in other aspects of life?
You can try pulling back the curtains by sharing each stakeholder's feedback.
Q: My company put a work-management initiative in place a while ago, but it's not going very well. People don't quite understand it and it's…
Q: People at my company have change fatigue, and I've been asked to lead yet another change. Teams will get reorganized somewhat and processes will…
Realistically, you will have some slumps during this time. When that happens, give yourself permission to take a break.
Difficult situation, both emotionally and practically? Of course. But also, it can be almost liberating.
Q: I work part-time out of choice in an hourly job. My problem is that my boss and co-workers don’t respect my boundaries. They pressure…
Q: I’m feeling powerless and frustrated at work. I’m responsible to help execute strategy but the team of executives responsible for defining it can’t seem…
Q: I work with some people who always seem to be trying to make things more complicated than they need to be. They suggest adding…
Q: I was laid off this week and was not prepared for it. I knew it could be coming, but didn't face it. I've got…
Keep in mind that the external environment, particularly the economy, could affect your timing.
Q: I have a strong performer on my team who is starting to slip. He is missing deadlines, making errors and isn't his usual positive…
A successful approach builds in flexibility and acknowledges the inherent ups and downs.
Q: I totally lost it this morning. Parenting and working is a lot to handle, and I am almost always living life right at the…
Look for some low-risk ways to vent, then try moving ahead.
Understand the roots of your concerns and focus on the benefits you can realize.
Q: I'm on a multi-department team that is overseeing some major organizational changes. It's a smart and dedicated group. The challenge is that we've had…
Q: I'm more negative than I'd like when I go into new situations or meet new people. I'm hypercritical, not on purpose, but it gets…
This calls for both inner and outer work to resolve.
You need to decide if you can be a difference maker in this situation.
Be open to planning and serendipity to get the most new learning opportunities.
Q: I like sending team members to conferences, panels and other learning activities. But no matter how much I ask, they are not good about…
Q: What do you do when executives support a change initiative but individuals (and even some mid-level managers) resist? How can I get people to…
Great things happen when a team comes together.
Be real with yourself, own your behavior and find new ways to interact.
A seasonal slump is not uncommon.
It's helpful to build on positives, but you may have to dig deep.
A big part is believing in yourself; then you will be able to tell a compelling story about your readiness to return.
This is a control device, whether it's intentional or not.
If you want a no-risk solution, you are not really stepping up to take responsibility for your actions.
Q: I want to get my year off to a good start from a planning and direction point of view. What's the best way to…
I've been spending some time feeling fortunate. There are the obvious reasons. A great family, good health, caring friends and interesting work. I wish this…
Q: Last year we had a huge mess at the holidays, with too many people off work, not enough arrangements made for coverage, etc. After…
If you're still selling the same products in the same way, it's not a surprise that you're seeing declines.
Rather than trying to change them, focus on your own leadership skills.
It's easy to fall into the trap of believing that others are causing your feelings.
Q: As the owner of a small business in a small city, I'm having trouble attracting and retaining good employees. There is also a larger,…
Combine new skills and authenticity to help you meet the needs of this role.
Set aside the reputation, at least for the moment, and be clear, direct and firm.
Q: I reconfigured my management team after a merger of two small companies, promoting a couple of very talented people from the other company. I've…
The last thing you want is to go from impersonal to phony.
Your primary anchor needs to be your inner values.
Regarding performance issues, employees and managers often see things differently.
Use your track record of last-minute saves to make a case for earlier engagement.
Q: I’m a project manager whose executive sponsors continually push back on my project time estimates. They want unrealistically short timelines, and, what’s worse, they…
Go in calm and confident, anchored in authenticity, and don't overpack!
Bring together a variety of resources to help you succeed.
Best advice: Treat yourself as kindly as you would someone else you care about.
Every aspect of life is affected in a transition like this, so discuss and plan for as much as you can.
Pitfalls include being caught in the middle and being the outsider -- always.
Most unintentional acts result from one simple cause: a failure to pay attention.
Q: Our organization relies heavily on successful cross-functional collaboration. The problem is that a couple of people have fallen into an overly adversarial relationship. How…
Start with the facts, write up some background and collect your documentation.
The main thing to remember is the onus will be on you.
Making a plan can help you get your work under control quickly.
If you tolerate it, you are in essence condoning abusive behavior. And the team is watching.
Q: I work in a complicated matrixed company, and have three bosses to keep happy. They don't always see eye to eye, so I end…
Build multiple platforms to support you in your new setting.
One of many causes worth considering: Are you getting enough time away?
Follow your own vision, while making sure you're finding the best way to move forward.
After a team member left the company, I found indications that he was trash talking about me with other team members. Now I am having trouble trusting them and their loyalty to me and the team. How can I handle this?
Things seldom are as dire as they seem.
My boss keeps making promises about new roles, promotions, etc., and then she doesn't come through. I feel like I'm just being strung along, and what's worse is I've passed on other opportunities because I trusted her. What should I do?
To be effective in your job, you need to master two roles: data exploration and communication.
Differing customs can create a host of misunderstandings.
I've been moving into progressively higher roles at my company, with more exposure to the business model and motivations that drive decisions. I've been seriously questioning the corporate world and the sheer greed that drives the majority of the challenges I face. What should I do?
I was just given responsibility for two teams, with a mandate to recraft the staffing structure to meet both current and emerging business needs. Unfortunately, among the nine people I'm now supervising, only three actually have the skills that are needed. What do I do to get my team where it's supposed to be?