Rebecca Woods, MHA, SHIMSS, PM’s Post

LEADERSHIP PRIORITIES AND POSTERIORITIES "Leadership is about people. Management is about things," I say this a lot, and I probably stole it from someone. I also say, "To lead people, you have to drop things, think of your people first, and yourself last." PEOPLE ARE THE PRIORITY. YOU ARE THE POSTERIORITY. Leadership is hard. It goes against the grain of our innate survival instinct (in today's world, survival means "looking good"). Last week I was asked in one of the Leadership Sessions, "Why is it so hard for managers to lead people?" My reply was more of a quip: "Because things don't talk back." I explained: "Think about a spreadsheet. With numbers, you know what to expect. A "1" is a "1" on Monday and still a "1" on Tuesday. People have minds and moods. Someone may be one way on Monday and a different way on Tuesday." I was adding humor to a tough issue but an important one. Leadership is not for everyone. Many managers prefer sitting in the office looking at reports and reading and sending emails. They probably should not have been promoted to a manager position. Leadership is just the opposite. Leadership is about getting out and mixing it up with people. Remember, the manager who is trying to become a leader is a person, too. They screw up. They accidentally say the wrong thing. But the hope against hope is that they are aware of and have learned from the event. It is so much easier to go back to the office after screwing up and creating the spreadsheet formula to add a column. It's hard to lead. Here are some quotes from people I admire who will help with this subject. Warren Bennis: “Failing organizations are usually over-managed and under-led." Steve Jobs: Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” Rear Admiral Grace Hopper: "You manage things; you lead people.” Warren Bennis: "If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out." Here is my list of starts and stops for shifting from manager to becoming a leader. Your Partner in Success, Joe Murphy ➕ Join me in my quest for higher levels of performance 🔔 Ring the bell for new posts 🌟 Cool to repost #leadersatalllevels #THELeadershipAcademy #CHROs #COO #CEO

LEADERSHIP PRIORITIES AND POSTERIORITIES "Leadership is about people. Management is about things," I say this a lot, and I probably stole it from someone. I also say, "To lead people, you have to drop things, think of your people first, and yourself last." PEOPLE ARE THE PRIORITY. YOU ARE THE POSTERIORITY. Leadership is hard. It goes against the grain of our innate survival instinct (in today's world, survival means "looking good"). Last week I was asked in one of the Leadership Sessions, "Why is it so hard for managers to lead people?" My reply was more of a quip: "Because things don't talk back." I explained: "Think about a spreadsheet. With numbers, you know what to expect. A "1" is a "1" on Monday and still a "1" on Tuesday. People have minds and moods. Someone may be one way on Monday and a different way on Tuesday." I was adding humor to a tough issue but an important one. Leadership is not for everyone. Many managers prefer sitting in the office looking at reports and reading and sending emails. They probably should not have been promoted to a manager position. Leadership is just the opposite. Leadership is about getting out and mixing it up with people. Remember, the manager who is trying to become a leader is a person, too. They screw up. They accidentally say the wrong thing. But the hope against hope is that they are aware of and have learned from the event. It is so much easier to go back to the office after screwing up and creating the spreadsheet formula to add a column. It's hard to lead. Here are some quotes from people I admire who will help with this subject. Warren Bennis: “Failing organizations are usually over-managed and under-led." Steve Jobs: Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” Rear Admiral Grace Hopper: "You manage things; you lead people.” Warren Bennis: "If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out." Here is my list of starts and stops for shifting from manager to becoming a leader. Your Partner in Success, Joe Murphy ➕ Join me in my quest for higher levels of performance 🔔 Ring the bell for new posts 🌟 Cool to repost #leadersatalllevels #THELeadershipAcademy #CHROs #COO #CEO

LEADERSHIP PRIORITIES AND POSTERIORITIES "Leadership is about people. Management is about things," I say this a lot, and I probably stole it from someone. I also say, "To lead people, you have to drop things, think of your people first, and yourself last." PEOPLE ARE THE PRIORITY. YOU ARE THE POSTERIORITY. Leadership is hard. It goes against the grain of our innate survival instinct (in today's world, survival means "looking good"). Last week I was asked in one of the Leadership Sessions, "Why is it so hard for managers to lead people?" My reply was more of a quip: "Because things don't talk back." I explained: "Think about a spreadsheet. With numbers, you know what to expect. A "1" is a "1" on Monday and still a "1" on Tuesday. People have minds and moods. Someone may be one way on Monday and a different way on Tuesday." I was adding humor to a tough issue but an important one. Leadership is not for everyone. Many managers prefer sitting in the office looking at reports and reading and sending emails. They probably should not have been promoted to a manager position. Leadership is just the opposite. Leadership is about getting out and mixing it up with people. Remember, the manager who is trying to become a leader is a person, too. They screw up. They accidentally say the wrong thing. But the hope against hope is that they are aware of and have learned from the event. It is so much easier to go back to the office after screwing up and creating the spreadsheet formula to add a column. It's hard to lead. Here are some quotes from people I admire who will help with this subject. Warren Bennis: “Failing organizations are usually over-managed and under-led." Steve Jobs: Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” Rear Admiral Grace Hopper: "You manage things; you lead people.” Warren Bennis: "If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out." Here is my list of starts and stops for shifting from manager to becoming a leader. Your Partner in Success, Joe Murphy ➕ Join me in my quest for higher levels of performance 🔔 Ring the bell for new posts 🌟 Cool to repost #leadersatalllevels #THELeadershipAcademy #CHROs #COO #CEO

LEADERSHIP PRIORITIES AND POSTERIORITIES "Leadership is about people. Management is about things," I say this a lot, and I probably stole it from someone. I also say, "To lead people, you have to drop things, think of your people first, and yourself last." PEOPLE ARE THE PRIORITY. YOU ARE THE POSTERIORITY. Leadership is hard. It goes against the grain of our innate survival instinct (in today's world, survival means "looking good"). Last week I was asked in one of the Leadership Sessions, "Why is it so hard for managers to lead people?" My reply was more of a quip: "Because things don't talk back." I explained: "Think about a spreadsheet. With numbers, you know what to expect. A "1" is a "1" on Monday and still a "1" on Tuesday. People have minds and moods. Someone may be one way on Monday and a different way on Tuesday." I was adding humor to a tough issue but an important one. Leadership is not for everyone. Many managers prefer sitting in the office looking at reports and reading and sending emails. They probably should not have been promoted to a manager position. Leadership is just the opposite. Leadership is about getting out and mixing it up with people. Remember, the manager who is trying to become a leader is a person, too. They screw up. They accidentally say the wrong thing. But the hope against hope is that they are aware of and have learned from the event. It is so much easier to go back to the office after screwing up and creating the spreadsheet formula to add a column. It's hard to lead. Here are some quotes from people I admire who will help with this subject. Warren Bennis: “Failing organizations are usually over-managed and under-led." Steve Jobs: Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” Rear Admiral Grace Hopper: "You manage things; you lead people.” Warren Bennis: "If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out." Here is my list of starts and stops for shifting from manager to becoming a leader. Your Partner in Success, Joe Murphy ➕ Join me in my quest for higher levels of performance 🔔 Ring the bell for new posts 🌟 Cool to repost #leadersatalllevels #THELeadershipAcademy #CHROs #COO #CEO

LEADERSHIP PRIORITIES AND POSTERIORITIES "Leadership is about people. Management is about things," I say this a lot, and I probably stole it from someone. I also say, "To lead people, you have to drop things, think of your people first, and yourself last." PEOPLE ARE THE PRIORITY. YOU ARE THE POSTERIORITY. Leadership is hard. It goes against the grain of our innate survival instinct (in today's world, survival means "looking good"). Last week I was asked in one of the Leadership Sessions, "Why is it so hard for managers to lead people?" My reply was more of a quip: "Because things don't talk back." I explained: "Think about a spreadsheet. With numbers, you know what to expect. A "1" is a "1" on Monday and still a "1" on Tuesday. People have minds and moods. Someone may be one way on Monday and a different way on Tuesday." I was adding humor to a tough issue but an important one. Leadership is not for everyone. Many managers prefer sitting in the office looking at reports and reading and sending emails. They probably should not have been promoted to a manager position. Leadership is just the opposite. Leadership is about getting out and mixing it up with people. Remember, the manager who is trying to become a leader is a person, too. They screw up. They accidentally say the wrong thing. But the hope against hope is that they are aware of and have learned from the event. It is so much easier to go back to the office after screwing up and creating the spreadsheet formula to add a column. It's hard to lead. Here are some quotes from people I admire who will help with this subject. Warren Bennis: “Failing organizations are usually over-managed and under-led." Steve Jobs: Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” Rear Admiral Grace Hopper: "You manage things; you lead people.” Warren Bennis: "If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out." Here is my list of starts and stops for shifting from manager to becoming a leader. Your Partner in Success, Joe Murphy ➕ Join me in my quest for higher levels of performance 🔔 Ring the bell for new posts 🌟 Cool to repost #leadersatalllevels #THELeadershipAcademy #CHROs #COO #CEO

This is my BIGGEST management mistake   (It's going to surprise you...)   → Reading and following all the old management books.   Some were good, but many were just full of outdated techniques.   Here are the management things I learnt but NEVER follow:   "Your team shouldn't be your friends." We need boundaries, but why not be friends with those we spend most of our time with? Work's way better when you can debate, laugh, and genuinely connect with your team.   "If they ask you, answer them." Diving in with advice is a great way to invite more questions. Better to empower your team by asking them questions in return, setting the destination, not the route.   "You need to be 'tough but fair'." Being tough is overrated. Opt for being open, honest, and direct. Create an environment where everyone can speak up without fear of disrespect.   "Hire slowly and fire fast." Rapid firing damages morale and trust. Really get to know the people you hire, equip them for success, and if things don’t work out, handle it thoughtfully.   "If you can't measure something, you can't manage it." Who says everything vital can be measured? Trust, enthusiasm, and loyalty make a great team and can't be quantified. Focus on building commitment rather than obsessing over metrics.   "Deliver feedback using 'the sandwich' - bad news between two positives." Stop sugar-coating feedback. It's destructive and muddles the message. Your success as a manager is based on how many uncomfortable conversations you're willing to have.   "Make sure your team know your 'door is always open'." Sounds great, but not everyone feels comfortable approaching you. Instead, schedule 30 mins every fortnight for people to bring feedback and voice concerns.   "Faster is always better in management." Quick decisions are often poor ones. Good leaders consider all angles and make informed decisions that last, rather than hasty ones that unravel quickly.   "If you need to solve something, book a meeting." Meetings can flaw the momentum. Aways prefer a quick call or a DM. Save the meeting room for the big stuff that truly needs attention.   "Performance should lead to promotion." Promote people when they show potential, not just results. That way, we're growing leaders, not just rewarding the last man standing.   "You need to monitor, enforce, and maintain control." Rather than control, set standards, praise, encourage, and develop. Give employees something to run towards, not away from.   "Decisions aren't personal - they're just business." Every decision impacts lives, so how can it not be personal? Own your choices and their consequences, and ditch the "just business" excuse.   The way to achieve your own success in leadership is to be willing to act on your OWN beliefs.   Do you agree?   ♻️ Found this helpful? Repost to help your LinkedIn network.   And follow Rob Dance for more content like this!

This is my BIGGEST management mistake   (It's going to surprise you...)   → Reading and following all the old management books.   Some were good, but many were just full of outdated techniques.   Here are the management things I learnt but NEVER follow:   "Your team shouldn't be your friends." We need boundaries, but why not be friends with those we spend most of our time with? Work's way better when you can debate, laugh, and genuinely connect with your team.   "If they ask you, answer them." Diving in with advice is a great way to invite more questions. Better to empower your team by asking them questions in return, setting the destination, not the route.   "You need to be 'tough but fair'." Being tough is overrated. Opt for being open, honest, and direct. Create an environment where everyone can speak up without fear of disrespect.   "Hire slowly and fire fast." Rapid firing damages morale and trust. Really get to know the people you hire, equip them for success, and if things don’t work out, handle it thoughtfully.   "If you can't measure something, you can't manage it." Who says everything vital can be measured? Trust, enthusiasm, and loyalty make a great team and can't be quantified. Focus on building commitment rather than obsessing over metrics.   "Deliver feedback using 'the sandwich' - bad news between two positives." Stop sugar-coating feedback. It's destructive and muddles the message. Your success as a manager is based on how many uncomfortable conversations you're willing to have.   "Make sure your team know your 'door is always open'." Sounds great, but not everyone feels comfortable approaching you. Instead, schedule 30 mins every fortnight for people to bring feedback and voice concerns.   "Faster is always better in management." Quick decisions are often poor ones. Good leaders consider all angles and make informed decisions that last, rather than hasty ones that unravel quickly.   "If you need to solve something, book a meeting." Meetings can flaw the momentum. Aways prefer a quick call or a DM. Save the meeting room for the big stuff that truly needs attention.   "Performance should lead to promotion." Promote people when they show potential, not just results. That way, we're growing leaders, not just rewarding the last man standing.   "You need to monitor, enforce, and maintain control." Rather than control, set standards, praise, encourage, and develop. Give employees something to run towards, not away from.   "Decisions aren't personal - they're just business." Every decision impacts lives, so how can it not be personal? Own your choices and their consequences, and ditch the "just business" excuse.   The way to achieve your own success in leadership is to be willing to act on your OWN beliefs.   Do you agree?   ♻️ Found this helpful? Repost to help your LinkedIn network.   And follow Rob Dance for more content like this!