Promoting the best individual contributor to the role of manager doesn't often work well and not because the person isn't capable. It's actually because of two very specific reasons: There is too much emphasis placed on technical rather than people and organizational competence, and Most organizations don't have a strong enough leadership and management development culture and structure. Most organizations place much more emphasis on technical versus people and organization

For my entire working life I have strived to not be the managers that I believed were micro-managers. I felt they would take my power, independence, creativity and ultimately energy and motivation for my job and work. I personally have never met anyone that loved to be micro-managed. Because I was scarred by working for these kinds of managers for much of my career I personally vowed not to be a micro-manager. I have had the great privilege and honor of being respons

Most of us professional and organizational people managers have had to take on a new team at some point in our careers. Obviously we did when we stepped into a management role for the very first time. And more than likely at some point thereafter either when team member's come and go or when changing roles, locations, promotions or completely leaving one organization for another. All of these scenarios mark an important transition that happens for a leader, team members

It's the question I've been asking myself for some time now ever since I started following Simon Sinek and read his book Start With Why (http://amzn.to/2BDZ2RZ) and since I was recently in a career transition. I've been asking what is my "why". What motivates me? Why am I so passionate about the things I am? Group dynamics, leadership, healthy families, organizational culture. I believe mine has mostly to do with the pain I've experienced in my life. Much of the cha