Accountability and Responsibility

Revisiting the “80/20 rule”

Who do you want to be in 2015?

What Kind Of a Leader Do You Want To Be?

Building A Culture One Coaching Conversation At A Time

One of the questions that leaders are taught to ask in order to show concern and to connect to the front line employee is “what can we do to make your job easier?” Maybe the question that leaders should be asking to drive cultures of ownership and accountability is “what are you doing to improve your ability to do your job, and how can I help?” Firstly, is it the job of a leader to make other people’s jobs easier?  Some jobs are tough! Secondly, is it the job of the leader to identify those things which will improve the ability of the employee to have impact and deliver value?  Finally, once employees have identified their needs, perhaps it is the job of the leader to wherever possible help them meet those needs.  And when it is not possible to deliver on what people have asked for, how can the leader coach others to accept […]

Great Leadership = Culture of High Performance?

Welcome to JoinDrPam.  The blogs for the last few weeks have been dedicated to questions about leadership, and the great impact that leaders have on driving performance excellence.  This week’s question is, “Does great leadership always lead to a culture of high performance or a magnetic culture, as Kevin Sheridan, author of Building A Magnetic Culture would say?”

Certainly a great leader has tremendous influence over the culture for a particular team or segment of the business…what some refer to as climate. But what if a great leader, who might create a great climate for his or her team, is operating with (1) unmotivated, low accountable people, or (2) within an organization that creates barriers to creating a high performing team or culture?
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Teams are made up of individuals, and all individuals are not created equal in terms of their commitment to be high performing and to deliver results. Even a great leader cannot motive people to perform if it is against their will to do so, as motivation is an internal drive that develops within a person and not from external drivers. Once someone is motivated or committed to perform, a great leader can (1) understand and leverage what motivates them, (2) create an environment or climate to make the most of their desire to contribute, (3) tie what motivates them to the needs of the business, (4) manage organizational roadblocks that will interfere with their ability to contribute and (5) reward those that are already committed and motivated to contribute and succeed (external reinforcement).

#5 above is the one that can create a dilemma for leaders, depending upon the corporate reward structure, and how much autonomy the individual leader has for allocating […]

How Do You Show Up During Turbulent Times?


Welcome back to JoinDrPam.  If you missed my 4-part blog series exploring the potentially negative outcomes of traditional performance management systems and processes…check it out.  We covered role definition, goal setting, performance management, and compensation.

This week I am recalling an article I read back in January, and exploring an interesting leadership question: How do you show up during turbulent times?


On  January 20, 2014 Glenn Llopis shared 7 Ways Leaders Maintain Their Composure During Difficult Times in  In the article, Llopis shares that it is important for leaders to “avoid showing any signs of leadership immaturity…that will make…employees feel unsafe and insecure.”  I could not agree more. I often think about flight attendants during a flight.  The last thing you want to see as a passenger is a flight attendant…the person you rely on for your safety…showing fear, anxiety or concern when the plane hits that inevitable turbulence.  It is the same thing in the workplace…we look for signals from our leaders during turbulent times that things are going to be OK.  We look for mature leaders!

The 7 tips for maintaining composure are: (1) Don’t Allow Your Emotions To Get In the Way, (2) Don’t Take Things Personally, (3) Keep A Positive Mental Attitude, (4) Remain Fearless, (5) Respond Decisively, (6) Take Accountability, and (7) Act Like You Have Been there Before.

While they are all clearly important for a leader, I particularly like #s 1, 4 and 6.  If leaders can maintain their composure, project confidence, and assume responsibility for solving the problems at hand…people will follow them anywhere.

What do you think?

Dr. Pam

The Dark Side Of Performance Differentiation


Welcome back to JoinDrPam.  Over the last few weeks we have explored some of the potentially unintended negative consquences of traditional talent management systems.  If you missed this 4-part series, check it out.  We covered role definition, goal setting, performance management, and compensation.  The next few weeks will be dedicated to some of the challenges of leadership.

What’s one of the toughest jobs of a leader?  Making the tough decisions that impact people’s lives… strategic choices, tactical decisions, resource allocation decisions, and perhaps the most difficult of all…the decision to terminate someone’s employment. Part of managing talent is sometimes making the tough decisions.

Good Leaders Fire People is the title of a December 27, 2013 post on LinkedIn, and a month later it has been viewed 13,377 times, with 609 Likes and 272 Comments.

The fact that we still need to state what seems obvious, and that so many people want to engage in online dialogue about this, may be somewhat surprising.  Some things just seem self evident and not worth discussing anymore.  In the competitive business environment in which we live today, with limited resources (both financial and human), is it surprising that the notion that good leaders fire people is at all novel? Managing and differentiating performance of our people has been a leader’s job since the beginning of time.  One could argue that it is a given that good leaders have to fire people.

But people are still discussing it, so the question I want to pursue is WHY?  Maybe it is because while we all love the positive side of performance differentiation, which is that we get to reward and recognize our top performers, there is the dark side of performance differentiation…dealing with the low performers…and that is hard.

When leaders don’t […]