How Management Consultants Defuse the ‘I Can Do It Alone’ Syndrome

by Rob Steinberg

consultant

One of the most pernicious and pervasive problems in business is the “I Can Do It Alone” attitude that is adopted by so many so-called managers and leaders. These types are not the just founders of early stage businesses; they are commonly found in businesses at all stages of development. It is difficult to call these people managers and leaders because the attitude creates a condition in which they can’t possibly be effective in managing and leading others. Their trust level essentially extends only as far as themselves.

What are the impacts of the attitude?

Good management consultants can easily have an immediate impact on profitability because, as outsiders, they bring immediate attention to a key issue and have a singular focus on it. However, we are often delayed by the “I Can Do It Alone” types from providing helpful insight and solutions that will quickly advance a business. The syndrome may also arise once we are hired and then are stopped dead in our tracks, even though we are clearly on a path to making positive impacts.

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Onboarding as an Action Plan | Interview with Pam Fox Rollin

by Natalie LaFontaine

via Getty Images

The C-Suite Network continues its special series on performance management; building the right conditions for a company to perform. In an era with no “grace period,” where C-Suite leaders must be effective from day one, we wanted to learn from a top executive coach how the best companies are accelerating leader performance.

In “42 Rules for Your New Leadership Role,” Silicon Valley executive coach Pam Fox Rollin describes practical and effective actions for business leaders to make a strong start at their new VP, Director, or Manager jobs. Drawing from extensive interviews with corporate leaders, she provides executives with the manual no one handed them when they received that promotion or offer letter. C-Suite execs will want to use this as a roadmap to bring on new executives and challenge their organizations to design more effective onboarding processes for mid-level managers.

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Managing a Meeting Effectively and Efficiently

by Mitchell Levy

managing a meeting

Meetings are great opportunities for you to share your thought leadership with people you work with. They provide ample opportunity for you to express your knowledge and expertise with your boss, colleagues and peers. Specifically, you can share thoughts and ideas about the field/industry you’re in (and want to be a thought leader in) and receive inspiration for new ideas. Since meetings inevitably have to happen for organizations to run smoothly, running them effectively can offer more opportunities than you think.

At THiNKaha, Inc., we have a weekly team meeting and bi-weekly 1×1 meetings with all of the team members. Since we are a virtual company and our team members are scattered around the globe, “meeting” on a regular basis is an absolute must. I’ve led and participated in many meetings throughout my career, and there are some simple tips I’ve learned on managing meetings effectively and efficiently.
(See the list of links at the end of this post for virtual meeting tools you can use.)

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Performance Management For Product Life Management

by Natalie LaFontaine

performance management

What if performance management wasn’t driven by sales? What would be your next measurable result indicator — Effective product development? A product’s lifespan? What if it had less to do with the phases of production and everything to do with how a company builds its skill set to orchestrate, communicate and manage development?

With an end goal of building capacity, what conversations are necessary to better navigate the direction of your organization? The answer, quite simply, is this: Performance management accountability will help you be better equipped to inspire rather than struggle.

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