I recently had the pleasure of contributing to Contracting Business magazine. I discuss whether you’re actually managing or just keeping track of your employees in my column. This article touches on:
Read the entire article on Contracting Business online, right here.
As a leader, it’s easy to get caught up in what’s next. New goals, quarterly plans, growth initiatives and the next big decision can feel like they deserve all your attention. Looking forward is critical. You have to set a direction, make decisions with the future in mind and push your team toward progress. But the truth is, you can’t lead forward successfully without understanding the past.
I’ll be honest, most people who know me would never describe me as quiet. At home, I can be loud on the phone, pacing around, talking through ideas, and yes, it drives my wife a little crazy. But recently, I’ve been discovering the benefits of something I didn’t think I’d ever embrace fully: quiet.
One of the best parts of my job has always been getting out of the office and spending time with clients.
If there’s one thing I’ve learned in my career, it’s that the best leaders don’t wait until the last minute to plan for the future. Whether you’re running a team of five or five hundred, the earlier you start planning and budgeting, the stronger your results will be, not just for you, but for everyone who counts on you.