When you look back at the year 2020, will you see it as a time of loss, fear, and stagnation? Or will you see it as a time of growth, expansion and a deepening of your wisdom and resilience as a leader in your company? As of this writing, we’re still in Q3 of 2020, so you have plenty of time to shift gears and resolve to use this year as a time of enrichment and learning.
The learning never stops as you climb the ranks of corporate leadership. You acquire the technical skills and industry insights necessary to stay ahead of the game. And they just require refresher courses now and then to keep your saw sharpened. But the higher up the ranks you ascend, the demand for technical acumen makes way for the increased need to broaden and deepen your people skills. Those lessons never seem to end.
I’m often asked what the critical components are to the kind of extraordinary partnership that I have with my chief people officer. I have to say there is indeed a bit of luck, chemistry, and magic to our rapport. But there are some aspects to our relationship that are absolutely replicable – assuming both partners are willing participants in the adventure. I’ve unpacked them for you here.
For years, leadership has complained about performance reviews; how torturous they are for all concerned. You already know the complaints – you’ve probably made them yourself: Everyone dreads them – they’re horribly stressful for leaders and their direct reports alike.
It’s often said that the best place to make powerful contacts and to learn valuable things is in the first class cabin of a long-haul flight – ideally across at least one or two oceans. But I’m here to tell you that ground transportation can be even better. The ride may be shorter, but it’s certainly cheaper.