The IT Leadership Deal

Ask why someone works here – incentivise around this where you can - if you want to hold onto that person!

Otherwise, for that person, do this

Go on, do it today - in a friendly tone, of course!

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Trust your people 100%

From day one - and make it crystal clear how they can choose to lose that trust - and in reverse, ask them not to trust you at all, until you have earned it. Never ever mistake position for trust.

Go on, do it today. Or do something else to build trust, or the complete opposite of what I suggest - I don't mind if you believe in me, I want to know if you believe in you...

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Have people carry out their own performance reviews - to what extent depends on your bravery...

Go on, do it today - and get some of this the night before you do!

Send your own leadership How-Tos that work for you - openly by making a comment to this entry, or anonymously (guaranteed) by e-mail to davidprivate@nakedleader.com

Remember people's names and use them!

How? - Believe you have a good memory and use it.

Or/and use a technique

Or don't... and be a dork

Send your own leadership How-Tos that work for you - openly by making a comment to this entry, or anonymously (guaranteed) by e-mail to davidprivate@nakedleader.com

This always works!

Everyone is different, so find out what works with different people...

Well, go on, stop reading this and go do it!

Send your own leadership How-Tos that work for you - openly by making a comment to this entry, or anonymously (guaranteed) by e-mail to davidprivate@nakedleader.com

A little break from IT The Next Agenda to send you a couple of powerful how-tos for motivating people - in work and below, in life - 'cos we don't live when we work :)

Hugh in London

Put in place a Contract:

You promise to

 Guarantee their skill development
 Support them in this development
 Involve them in real decision making
 Open up real opportunities

And in return, your people promise to:

 Develop and apply the skills we need
 Take collective responsibility
 Behave consistent with agreed values
 Be team players with a commitment to each other

Catch people doing things right

When you hear about someone doing well, or when a project is
delivered, personally go and thank the person. If they are several
levels “below” you (or “above” you in an upside-down
structure!) it is even more powerful. Never congratulate an
individual by e-mail, and never say what one Manager did to his
project team (of six) on completion of a successful project:

(Verbatim – I was there)

“Well done everyone, sorry I’ve only been here six months so I
don’t know all of your names – I know yours Mike, well done,
and yours Clare, no, sorry Cathy, well done. (Awkward pause).
Anyway, personally I’m amazed that it went so well. Incredible.
Well done again.” (Disappears into office).