Here's the problem: we tend to promote people into new positions based on the success they had in their last position; we throw a party and then are surprised when that person does the same things they did in their old job. Promotions can't be a reward. They need to be a challenge given to people we believe are capable of substantial growth. If they're only doing a good job but shouldn't be promoted, then pay them more - but don't make them a manager. As you might imagine, I have more thoughts in this post.
Chris Barbin has led start-ups, is a partner at a VC firm, and has served as Chief Fulture Officer at Wipro. So he knows a thing or two about culture and teams. What matters most to culture? Transparency. Real Transparency. (via LinkedIn and Adam Bryant)
I’ve been starting to include this Ted Talk in my leadership training programs. More than 24 million people have viewed the talk by Susan Cain, the author of Quiet. In a culture where being social and outgoing are prized above all else, it can be difficult, even shameful, to be an introvert. But Cain argues that introverts bring extraordinary talents and abilities to the world, and should be encouraged and celebrated. Which means we need to look for everyone as future leaders, not just the loudest. Click here for her Ted Talk.
