Crucial Influence Posts

My Boss Wants Me to “Act First,” But That’s Not My Personality

I love the Crucial Influence® Model, and I’ve been able to apply it to overcome hurdles and help others that I mentor. However, I struggle to apply the framework when it comes to personality types. I have received feedback from my managers that I need to be more action-oriented, but numerous personality tests tell me I am more of a “think first” person rather than an “act first” person.

Here is my question: Does personality relate to ability or motivation? If my personality is more “think first” and my boss is asking me to be more “act first,” how do I change my behavior while still being true to who I am?

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Want More Influence? Here’s How to Get It

Leadership is intentional influence. It isn’t the vacuous or mystical thing that so many writers claim. It is a systematic process of influencing human beings to achieve important results. It’s about mobilizing behavior in the service of valued goals. At the end of the day, if behavior isn’t changing, you aren’t leading.

Lean in to Accountability

For years I have used LEAN to improve the work my healthcare lab does. But I still have people who respond poorly to feedback and who only want to hear about chronic or dire issues, and I’m often met with “I’m only human.” How can I hold my team members to high standards and validate them so they don’t become disgruntled?

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How to Get Your Team to Accept Change

How do I get my team to accept change? The changes I am trying to implement ensure we stay compliant. We went over these changes to processes well in advance, yet several of my team members are now resistant, passive-aggressive, and have ignored the changes. One person is especially difficult. She expressed her dislike for me and my personality in a one-on-one meeting. When I asked her if she can at least be professional, she shrugged her shoulders.

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How to Lead a Struggling Team

I’m a new manager of a team that previously had a leader that yelled, used demeaning methods of motivation and control, and often humiliated individuals. The leader was removed for these behaviors and the role was given to me. I can see signs that the team is broken. They work in silos, performance is poor, and there’s a general lack of effort. I’m struggling to unify the team and “right the ship.” I feel like clarifying expectations would help get everyone back on track, but I worry that doing so will further divide the team, as it could be seen as me pushing my agenda. Any advice?

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