3/12/2023 0 Comments Divine office app for blackberry![]() It also sends a message that this meeting’s not for me, it’s for us. Each one of the executives leads the meeting - it rotates in alphabetical order and we just go through the list.įirst of all, it teaches them how to lead a meeting. Every Friday, we have the senior leadership team come for about an hour-and-a-half operations check, and we have the checklist of items that we need to get to, and we will go through that list, but I will never lead that meeting. To the extent that it’s possible, I have others lead meetings. I also think it’s important, sometimes, to communicate “no,” and to say that in a very clear way and not to leave any ambiguity so that people continue to ask and ask and ask about a decision that’s already been made.Ī. You may not be able to solve the entire problem at that moment, but just to let them know that you heard it, you understand it, that something’s happening, I think goes a long way to making people feel that there’s an environment of respect for their opinions, their needs, their concerns. Jacqueline Kosecoff, chief executive of Prescription Solutions, a pharmacy benefit management company with more than 10 million customers, says success needs to be measured carefully. I’ve always thought communication was important, but the older I get the more I realize that you cannot communicate enough, and you need to answer people’s questions and their concerns directly. In recent years, if I had to distill what I’m hearing most, it’s the importance of listening and responding to people’s concerns. What feedback do you get from your direct reports that you’ve used in setting your own goals as a manager and a leader?Ī. And I think that helping people to plan a life that includes all that, but perhaps more serially, is a useful discussion. I think oftentimes the fantasy that’s held is that you can do it all you can be a parent, and you can be engaged in the community, and you can be the C.E.O., all at the same time. It’s not just the skill sets that you have, but it’s also the time commitments, the stress you’re going to deal with.Īnd the third is, perhaps you can’t have it all at once. Second, work is not going to get any easier as you get to the top, so be prepared for what it means to take on a particular position. The most common thing is to understand what job you want, because I think that often people want a job and they simply don’t understand what it involves. Are there messages you find yourself repeating to the women you mentor?Ī. And then, after our earnings call, we would hold a little question-and-answer session: What did you not understand during the earnings call? What did you understand? What do you think I meant when I said this? And people throughout the organization, from the board down, came to these classes. So we actually had classes, taught by women, for women, on how to become financially literate. So I try to make the mentoring program about the high-performing, high-potential people. Often in a company, the people who are high-maintenance get all the attention, rather than the people who are high-performing and high-potential. I started out without mentors, so I’m acutely aware of the value of a good mentor. You run mentoring programs for women executives. So creating the metrics up front, and having a discipline of saying, “O.K., this is where we want to go, and if we don’t achieve it it’s O.K., we’ll try in another way to get there,” is very helpful. ![]() And when people become advocates of their project, they change some of those metrics so that they can claim success when perhaps it’s not 100 percent legitimate to do so. And if not, we make sure that we understand where we went wrong, put it into the corporate DNA, so the next project won’t have that flaw.Īnother thing I learned was that when you’re involved in a large development project, projects often morph. And we also measure where we’re not succeeding, and where that happens we ask ourselves, “Can we go back and fix something?” And if so, we do it. ![]() We do two things: We measure where we’re succeeding, and where we succeed we celebrate.
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