Why unasked for help often isn't ... and what to do about it

Why unasked for help often isn't ... and what to do about it

You know as a leader, people are counting on you to help the organization. And you need everyone working together, giving their best, stretching themselves to be better. Sometimes, offering help feels riskier than its worth. Here’s one way to provide feedback that gets to results and builds your relationships.

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Psst ... looking for an uncommonly powerful leadership practice? Try peer leadership.

Psst ... looking for an uncommonly powerful leadership practice? Try peer leadership.

Most people believe leadership means directing people who work for you, "down" the organization.

Many other courageous and/or desperate souls do their best to lead up, helping their leaders help them.

Both of these styles can be useful and appropriate in the right contexts.

In my experience, the most overlooked and under-practiced form of leadership is peer leadership - influencing, supporting, and helping people at the same level grow and succeed.

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What are You Growing at Your Company?

What are You Growing at Your Company?

As a leader, you’re something of a gardener. It’s your job to nurture people and the culture so there’s a positive environment - a place where people are growing into their best selves, cultivating their talents, and working together for everyone’s benefit. Without tending, your company can become as unwelcoming as that gravel-strewn back lot of weeds.

Consider these five steps to tend your cultural garden as you work and lead.

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"Do you think you should..?" is a Solution in Disguise!

"Do you think you should..?" is a Solution in Disguise!

Have you ever felt like you wanted your team members to be more proactive? Most leaders genuinely want to empower their teams. We know it is not effective or scale-able to have one person doing all the thinking for the group.

Yet when we try to encourage our team members to take ownership and solve problems, often we unwittingly sabotage ourselves with Solutions in Disguise. 

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When "How can I help?" isn't as helpful as you think

When "How can I help?" isn't as helpful as you think

"Why is it when I ask my senior leaders "How can I help?" I rarely get a response I can do anything with? People seem to struggle for an answer when I know they are overloaded and desperately need help. I don't get it. What am I missing?"

During a coaching session, the CEO of a mid-sized manufacturing company recently shared these frustrations with me. This man cares deeply for his team and company. He is concerned about what his people need, and wants to empower then with the right resources to be successful. He wants to help!

Every one of his intentions are good. Yet he's probably asking too much of his people - without realizing it.

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Which Gets More Maintenance—Your Car or Your Co-workers?

Which Gets More Maintenance—Your Car or Your Co-workers?

It's easier to regularly invest small amounts of time and energy into our most important relationships than it is to wait until major repair work is needed. And dealing with conflict in the workplace when it's an occasional vibration under the hood may prevent full-on relationship engine failure.

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Setting limits without saying no

Setting limits without saying no

Whether you are an individual contributor, a department head, or a CEO answering to a board, you can often find yourself in the position of being asked to do more work than is possible given the time and resources available.

The bad news is I don’t have a magic formula for adding infinitely more work capacity.

The good news is I do have some magic phrases for responding to requests (or demands) for more work in a way that manages your capacity while still being a good team player.

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What's the difference between taking care of myself and being selfish and needy?

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Chris Hutchinson

As CEO of Trebuchet Group, Chris Hutchinson thrives working with clients and his team to improve organizational clarity, teamwork, and leadership impact.

After years of building Legos® and tree houses around the world, Chris earned his Mechanical Engineering degree and followed that with an MBA. His experiences in the military and the business world taught him great leadership can be learned, and everyone is in some way a leader.

Clients and peers describe him as an inspirational catalyst for positive change. He is the author of Ripple - A Field Manual for Leadership That Works.

Chris and his wife live, garden, and bike in Fort Collins, Colorado, and have four children. He has an unrequited love affair with brownies.

If there are superheroes at work, there must be supervillains, right?

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Chris Hutchinson

As CEO of Trebuchet Group, Chris Hutchinson thrives working with clients and his team to improve organizational clarity, teamwork, and leadership impact.

After years of building Legos® and tree houses around the world, Chris earned his Mechanical Engineering degree and followed that with an MBA. His experiences in the military and the business world taught him great leadership can be learned, and everyone is in some way a leader.

Clients and peers describe him as an inspirational catalyst for positive change. He is the author of Ripple - A Field Manual for Leadership That Works.

Chris and his wife live, garden, and bike in Fort Collins, Colorado, and have four children. He has an unrequited love affair with brownies.

What if the problem is the people, not the organization?

Comment

Chris Hutchinson

As CEO of Trebuchet Group, Chris Hutchinson thrives working with clients and his team to improve organizational clarity, teamwork, and leadership impact.

After years of building Legos® and tree houses around the world, Chris earned his Mechanical Engineering degree and followed that with an MBA. His experiences in the military and the business world taught him great leadership can be learned, and everyone is in some way a leader.

Clients and peers describe him as an inspirational catalyst for positive change. He is the author of Ripple - A Field Manual for Leadership That Works.

Chris and his wife live, garden, and bike in Fort Collins, Colorado, and have four children. He has an unrequited love affair with brownies.