- Category: Stellar Leaders
It's late night and early tomorrow morning you have a very important presentation to deliver to the senior leadership team in your company. You are anxious and self-doubt is running high. How do you prepare with the little time that remains? You are already have a great story line and a compelling ask but what will seal the deal? It's credibility.
- Category: Stellar Leaders
Many of us have heard the saying that it’s not about what you know but who you know. The importance of networking is growing in relevancy, as technology is becoming more prominent than ever. Technology allows us to build connections in a matter of seconds through a simple Google search, email, or chat message.
- Written by Bob Schwieterman
- Category: Stellar Leaders
I recently drove my car to the repair shop and while waiting for the mechanic to finish, I glanced down at the rack of magazines. In front of me, I saw the article “Why Mom Likes You (Or One of Your Siblings) Best” from Time Magazine by Jeffrey Kluger.
- Written by Bob Schwieterman
- Category: Stellar Teams
The notorious myth of multitasking involves performing a number of tasks simultaneously or in rapid succession. Many Americans are guilty of it and some even believe it is helping them get more tasks done at a faster rate.
- Category: Stellar Leaders
Have you ever experienced the Sunday Blues? There are many names for the anticipatory anxiety that occurs as many Americans end the weekend and prepare for another Monday morning. According to a survey conducted by Monster, a global online employment service, 76% of respondents in the United States report having “really bad” Sunday night blues in a poll conducted in March of 2015. When compared to the rest of the world, the United States is significantly higher as only 45% of other countries report experiencing the “really bad” Sunday night blues.
- Written by Bob Schwieterman
- Category: Stellar Leaders
So now that I’ve got your attention, I should say I didn’t literally mean ALL feedback. I co-facilitated a workshop recently with a group of 18 emerging leaders in technology functions. In that workshop, participants receive feedback from a 360-survey that is designed for and indicative of what is takes to be successful in a senior technology leadership position. We structure this workshop so that the feedback is provided on Day 1, that way participants can understand how others perceive them back on-the-job, and they can use the remainder of the workshop days to better understand the feedback and create actions plans for future development, all aimed at moving to the next-level of responsibility in their respective companies.
- Category: Stellar Healthy
From the pastries at morning meetings to birthday cake for a colleague, it is challenging to pass up those morning goodies offered at most workplaces across America. Although the pastries may seem small, these empty calories begin to add up overtime.
- Written by Bob Schwieterman
- Category: Stellar Organizations
I often tell people that before I launched my own business, on most Sunday evenings, I dreaded the thought of going to work on Monday morning. Literally, half of Sunday, a day off, was spent with anxiety about going back to work on Monday. I am amazed at how many people tell me that they experience similar anxiety each weekend about returning to work.
- Written by Bob Schwieterman
- Category: Stellar Leaders
There is not a more relevant issue to managers of technology functions than their ability to influence across the business. Or at least that is the case if those managers want to be perceived as leaders in the business. For many, influence is synonomous with playing politics, and that is percieved as negative by many. Just breaking the word POLITICS into parts tells the story…poli, meaning many, and tics, meaning blood-sucking parasites!
- Written by Bob Schwieterman
- Category: Stellar Organizations
One of the most important roles of a senior leader is certainly to create a culture that ensures the organization is able to deliver what the business needs when it needs it. To create an effective culture, a leader must understand that he or she is the chief architect of the organizational culture. Everything the leader does, from what he or she says, how meetings are conducted, what reports are requested, and how decisions are made, all collectively create culture.