Showing results by narrator "Fleet Cooper"

Many people are hesitant to step out of their regular roles and routines. The idea of putting yourself in a position to potentially fail can be frightening or stressful. But sometimes what’s keeping you in one spot may not be your own self-interest. In fact, other people’s wishes and the feeling that you “should” stay put may be tamping down your own preferences. What’s holding you back may be compliance, not comfort.

I used to wake up, stumble over to my phone, and immediately get lost in a stream of pointless notifications. This digital haze continued throughout the day, keeping me from accomplishing important tasks. I was distracted, anxious, and ineffective as a leader. I knew I had to change but could not seem to break free from the behaviors that kept me locked into the same cycle. This problem is not unusual.

So much depends upon managers. For example, a Gallup study found that at least 70% of the variance in employee engagement scores is driven by who the boss is. This is disconcerting because the same research found that about 70% of people in management roles are not well equipped for the job. This state of affairs is hurting not just employee engagement and quality of life, but also corporate performance.

Steve Jobs insisted that every item on a meeting agenda have a designated person responsible for that task and any follow-up work that happened. He called that person the DRI - the Directly Responsible Individual. He knew the public accountability would ensure that a project or task would actually get done, and he wanted to set clear, organized instructions for his team to follow.

"You Don’t Need More Free Time" is from the Health section of The New York Times. It was written by Cristobal Young and narrated by Fleet Cooper.

Your boss proposes a new initiative you think won’t work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it’s worth speaking up? And if you do, what exactly should you say?

Leaders across the globe feel that the unprecedented busyness of modern-day leadership makes them more reactive and less proactive. There is a solution to this hardwired, reactionary leadership approach: mindfulness.

In the workplace, we all run into conflict. Many of us would love to speak up and assert ourselves to correct it. And, in a perfect world, it would be easy. You could finally tell that colleague who keeps interrupting you exactly how you feel.

Conflict wreaks havoc on our brains. We are groomed by evolution to protect ourselves whenever we sense a threat.

Twenty-three years ago, one of my employees — I’ll call him Dale — asked for a private meeting. Dale was serious and bookish and had very strong opinions. His work was fastidious. He rarely socialized with colleagues, but he was impeccable in his commitments to others. And he was skilled at his job.

When I worked as a consultant, I was perennially guilty of “the great unveil” in presentations - that tendency to want to save key findings for the last moment and then reveal them, expecting a satisfying moment of awe.

Avoiding or delaying a difficult conversation can hurt your relationships and create other negative outcomes. It may not feel natural at first, especially if you dread discord, but you can learn to dive into these tough talks by reframing your thoughts.

It’s a common complaint among top executives: “I’m spending all my time managing trivial and tactical problems, and I don’t have time to get to the big-picture stuff.” And yet when I ask my executive clients, “If I cleared your calendar for an entire day to free you up to be ‘more strategic,’ what would you actually do?” most have no idea. I often get a shrug and a blank stare in response.

Think back to the last team project you participated in at work. How did the person running the project lead the group? Did they lead by presenting a plan and using their authority to insist that others follow along?

When employees aren't just engaged, but inspired, that's when organizations see real breakthroughs. Inspired employees are themselves far more productive and, in turn, inspire those around them to strive for greater heights.

You probably know the feeling all too well: You arrive at the office with a clear plan for the day and then, in what feels like just a moment, you find yourself on your way back home. Nine or 10 hours have passed but you’ve accomplished only a few of your priorities. And, most likely, you can’t even remember exactly what you did all day. If this sounds familiar, don’t worry. You’re not alone. Research shows that people spend almost 47% of their waking hours thinking about something other than what they’re doing.

I perused the restaurant menu for several minutes, struggling with indecision, each item tempting me in a different way.

Maybe I should order them all...

Is this a silly decision not deserving deliberation? Maybe. But I bet you’ve been there. If not about food, then about something else.

Procrastination comes in many disguises. We might resolve to tackle a task, but find endless reasons to defer it. We might prioritize things we can readily tick off our to-do list - answering emails, say - while leaving the big, complex stuff untouched for another day. We can look and feel busy, while artfully avoiding the tasks that really matter. And when we look at those rolling, long-untouched items at the bottom of our to-do list, we can’t help but feel a little disappointed in ourselves.

Accountability is not simply taking the blame when something goes wrong. It’s not a confession. Accountability is about delivering on a commitment. It’s responsibility to an outcome, not just a set of tasks. It’s taking initiative with thoughtful, strategic follow-through.

Although most of us like to think of ourselves as rational decision makers, ample research shows that emotions play an outsized role in negotiations. If you can’t read what your counterpart is feeling and instead focus only on what he or she is saying, you’re highly unlikely to achieve everything you could have. Of course, experienced negotiators know how to mask their true feelings. They choose their words, tone, body language, and expressions carefully.