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Casual Articles - Knowing versus Doing - Execution In The Workplace
Some hiring authorities have had the good fortune of being trained in various interviewing skills. I know I have, both as an executive hiring authority and as an executive recruiter.One of the most common interviewing techniques, behavioral interviewing, is designed around the premise of past behaviors being some sort of an indicator of future performance. The problem with behavioral interviewing
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact,
Neon signs are considered to be an efficient medium of advertisement. They are bright, modern and above all they are visible from a distance. Neon signs are cost effective and are capable of attracting potential customers. When considering wholesale neon sign purchases, it is important to understand advertising needs. Retail, franchise and advertising companies make numerous wholesale neon sign purchase
Working with a client last month I was struck by the fact that my client was already very knowledgeable about the issue that we were discussing. As we talked through the situation it was clear to me that my client was well read on this subject. He also recounted for me several situations where his peers had similar issues and exactly how they were handled.
While many of my clients are either new in management, or have recently been promoted to a new, more challenging position, that was not the case with this individual. This was a seasoned leader; an experienced executive who had been in his current role for several years.
He knew what to do.
He knew why he had to do it.
He knew what would happen if he did not act.
Yet here we were discussing a fairly routine issue that he should have handled without a second thought. He was not struggling with what he needed to do. Rather he was struggling with actually doing it.
He had a fear of the results of his actions.
He had a fear of confrontation.
He had a fear of action and struggled to do what he knew he needed to do.
Even more surprising was that he did not immediately recognize the struggle.
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact,
Every business knows the importance of a proper inventory. Without one, a business would not have a proper tally of its assets and properties. They would not be able to keep their accounting books straight.Broken and lost equipment would remain forgotten and uncompensated for. And the business would not have assurance of how much property they can use to forward their businesses. Keeping inven
While many of my clients are either new in management, or have recently been promoted to a new, more challenging position, that was not the case with this individual. This was a seasoned leader; an experienced executive who had been in his current role for several years.
He knew what to do.
He knew why he had to do it.
He knew what would happen if he did not act.
Yet here we were discussing a fairly routine issue that he should have handled without a second thought. He was not struggling with what he needed to do. Rather he was struggling with actually doing it.
He had a fear of the results of his actions.
He had a fear of confrontation.
He had a fear of action and struggled to do what he knew he needed to do.
Even more surprising was that he did not immediately recognize the struggle.
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact,
Cold calling is an effective method of introducing yourself to potential hiring managers to enquire about employment with their company. In my earlier article called “Cold Calling: How To Cold Call Your Way to A New Job When A Hiring Manager Answers The Phone” we talked about how to cold call hiring managers and what to say when they answer the phone.However, what should you do if the hiring mana
He knew what to do.
He knew why he had to do it.
He knew what would happen if he did not act.
Yet here we were discussing a fairly routine issue that he should have handled without a second thought. He was not struggling with what he needed to do. Rather he was struggling with actually doing it.
He had a fear of the results of his actions.
He had a fear of confrontation.
He had a fear of action and struggled to do what he knew he needed to do.
Even more surprising was that he did not immediately recognize the struggle.
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact,
Too often a business assumes that IP based solutions are the best choice to satisfy their communication requirements. Particulalrly with convergence issues. But....don't get caught making a hasty decision. There are viable options...and factors to consider before making a final choice.One of the problems with convergence is protocol, starting with IP.While we tend to think in terms of I
He had a fear of the results of his actions.
He had a fear of confrontation.
He had a fear of action and struggled to do what he knew he needed to do.
Even more surprising was that he did not immediately recognize the struggle.
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact,
Which of the following would you chose? Doing your lifework as a permanent occupation or a regular activity performed in exchange for payment. The first is the definition of a career and the second that of a job. Both involve physical or mental effort or activity directed toward the production or accomplishment of something, but in a career you are self directed and at choice. In a job you are gener
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact, he was very interested in discussing the theories around what should be done and the expected results. You could see and hear that the discussion energized him and that he was proud of his knowledge and his ability to understand and articulate the concepts.
But he could not, or would not act.
A leader who does not take action is like a guard dog that growls but won't bite. The growl may fool the burglar for a while, but eventually he will just ignore the dog.
It should come as no surprise that there is a big difference between understanding what to do and actually doing it. Whether it be in life, sports, or business we often know the right thing to do and how it must be done. But actually doing it can be a different thing altogether.
Especially when what has to be done is unpleasant.
Good managers and leaders know that doing unpleasant things, and making unpopular decisions are a part of their responsibility. The difference between successful and unsuccessful leaders lies not in knowing what to do, but in doing the right thing at the right time.
If you find that you know what needs to be done, but struggle with actually doing it, then it may be time for a good hard look in the mirror. It's not enough to know what must be done if you don't take action.
Knowledge without action is empty leadership. You may be able to fool yourself, but you won't be able to
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