Reality Check: I lead a team of eight experienced Sales Managers. Several of the managers use irony and humor to downplay their colleagues, and I strongly feel that this creates a bad atmosphere because most of the colleagues do not appreciate this way of talking. Should I confront the issue with the entire group or should I deal with the misbehaving colleagues individually?
Reality Check: When one of my managers comes to me with a problem that involves another department, I have taken the stance that he or she should work it out with the other party. If they cannot work it out on their own, I offer to sit down with both of them. However, I know at least one manager who thinks I should intervene on his behalf and probably sees me as passing the buck. Do I need to explain the value of resolving the issue independent of my judgment, or am I passing the buck too soon?
Leadership is a bundle of skills, and now is the perfect time for you to master them.
Reality Check: After working as chair of a small committee in my department for more than a year, my boss told me I must step down because the committee finds my leadership "chaotic." I am concerned that this is indicative of my inability to lead. I chaired the committee years back and was relieved of command without a full explanation, and I have served on several committees without being asked to chair. My question is two-fold. First, can leadership be learned or is it a trait people are born with? Second, what should I do to regain the trust of my boss?
Reality Check: My job in sales means that prospects and customers call me all the time and want quick responses. As a result, I become very reactive—responding to urgent problems. Sometimes this short-term focus comes at the expense of long-term priorities, such as building and developing large accounts. How can I learn to be proactive instead of reactive?