Episode #295 // “We make mistakes, at each new level that we move to – it's an essential part of our growth and development. But the higher up you go, the bigger the impact that those mistakes have.”

One of my recent social media posts went viral (this one - 2.7mill views as of writing this), as I outlined the three biggest mistakes I made when I was finding my feet in my first few senior leadership roles.

The good news is that, once I was aware of them, I was able to put some strategies in place to fill the holes. This had the surprising outcome of turning some of my biggest mistakes into genuine strengths.

They became part of the rock solid foundations of my leadership repertoire and, for at least one of these weaknesses, it became an unqualified strength, which gave me a competitive edge over my peers.

In this episode, I take a closer look at the three biggest mistakes I was still making when I stepped into senior leadership roles, and how I managed to turn these around.

I’d love you to be able to do the same, without having to get quite as many scars as I did!

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Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.

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Moment #65 // If you want to be a great leader, you have to learn to read the play – to know when it’s appropriate to push one of your people harder, when it’s appropriate to work more closely with them, and when it’s appropriate to stand back and let them get on with it.

In this Moment, I take a look at Situational Leadership Theory (SLT). This model gives us guidance for how to adapt our style so that we have the best chance of getting through to our people, and enabling them to be successful.

Of course, the world isn’t clear cut… there’s 1,000 shades of gray, and every individual is different. Your style will never be as definitive as the SLT model might suggest. But it’s a really good mental frame to remind us to adapt our style for the individual, rather than pursuing a one-size-fits-all strategy.

You can take a deeper dive into these insights by listening to Ep.63: Reading the Play.

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FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!

Click here to take the 30-second quiz now to get your on-the-go playlist

————————

You can connect with me at:

Website: https://www.yourceomentor.com

Facebook: https://www.facebook.com/yourceomentor

Instagram: https://www.instagram.com/yourceomentor

Linkedin: https://www.linkedin.com/in/martin-moore-075b001/

Youtube: https://www.youtube.com/@YourCEOMentor

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Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.

Hosted on Acast. See acast.com/privacy for more information.

Episode #294 // “If you can create a culture that values momentum, you will almost always outperform teams that don't!”

I often talk about the need for speed. As a leader, placing a premium on forward progress is one of the most reliable tools you have to achieve execution excellence in your team.

If you can create a culture that values momentum, you will almost always outperform teams that don’t.

Teams that don’t value speed just seem to stagnate. I’ve seen lots of them over the years, and whenever that level of stagnation is present, it’s generally accompanied by other undesirable characteristics, like:

• A high level of conservatism
• A perfectionistic culture
• Low productivity
• Lack of challenge between team members
• Knowledge hoarding
• Lack of initiative and innovation
• Decision-making by consensus
• Over-indexing on process, and under-indexing on results

That’s why I was interested to read an article a little while back in the Wall Street Journal, which was titled, Why Bosses Should Tell Employees to Slow Down More Often.

It led me to wonder if there’s a case for deliberately slowing the tempo of the team, and under what circumstances that might make sense?

In this episode, I share some of my experiences on the virtues of speed, momentum, and forward progress. I take a good look at the findings of the WSJ article. And I offer my suggestions for the areas where I think speed is essential, and where it might be better to tell your team to back off and cool their jets.

Source Material:

Wall Street Journal article:

Why Bosses Should Tell Employees to Slow Down More Often

The Guardian article:

Sacking, revolt, return: how crisis at OpenAI over Sam Altman unfolded

Asana article:

What is Agile Methodology?

London Business School study:

The motivation of mission statements: How regulatory mode influences workplace discrimination

No Bullsh!t Leadership podcast:

Ep.266: What the Best CEOs Do

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You can connect with me at:

Facebook: https://www.facebook.com/yourceomentor

Instagram: https://www.instagram.com/yourceomentor

Linkedin: https://www.linkedin.com/in/martin-moore-075b001/

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Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.

Hosted on Acast. See acast.com/privacy for more information.