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Learn to Lead with Contagious Companies

5 Signs You’re About to Promote the Wrong Person

New leaders fear making this major mistake, but most leaders will tell you making a bad hire was a lesson from which they learned the most. In fact, lessons leaders share they’ve learned populated this post. But making a bad hire is different than placing the wrong person in a new promotion. This person has

Learn to Lead with Contagious Companies

3 Coaching Moments Peak Performers Need from Their Leader

Everyone has room to improve and could get better, but leaders with top performers often leave them alone to fend for themselves. After all no news is good news and what is there to improve when one’s performance is in the top ten percentage? So much time must be spent with those who aren’t there

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Are You a Runaway Leader?

Employees aren’t listening. Bosses are meddling. Product lines keep changing and someone just heard there’s plans for office space rearranging. Double and triple booked meetings prevent time to lead anything with any real meaning. And of yes, then there’s supposed to be time for employee development? How does that work when go pee must be

Learn to lead with Contagious Companies

Why Power Rarely Follows Position

It seems more the rule than exception that managers are promoted, but not prepared. Ill equipped for new responsibilities, feelings extra pressure, and lacking necessary new skill sets, the new manager may be lulled into believing power follows the promotion or position. It does not. Authority may increase, as seen on the org chart, but

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3 Tough Decisions Leaders Hate Making

It’s been said a leader’s’ job is never done. It’s also been said a leader’s job is a collection of many more roles than one. In either true statement, three key topics can add difficulty if a leader struggles with decision making. Of course, it also helps if a leader has thick skin, high self-confidence,

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Managing the Many Hats of Leading

Giggling, the photographer snapped this picture. What was not funny was the realization that managers are asked to play at least this many roles, if not even more than the hats depicted. The question is not how does one make it all fit, but rather, does a manager have a state of awareness? Does he

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