From Informed Decisions : Conversations and Q&A with Randall Craig and Ronja Francoeur.
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Driving Your Leadership Performance
About this episode:
In this session we explore high-performance leadership. As a leader, you motivate and set expectations for everyone within your organization…But what about yourself? Your partners? And for your leadership team?
Part 1
Part 2
Part 3
Topics Discussed (with timestamps)
• What wakeup call do leaders need to drive their leadership performance? (01:03)
• What recommendations do you have to safeguard your time and mindspace to manage both the urgent and the important? (09:43)
• How do you earmark time for strategy when you are constantly dealing with fires? (16:25)
• How do we help our team more from focusing on the immediate to the long-term forecasting?(20:26)
• Do you see value in "focus hour" virtual work sessions? (24:12)
• How to give feedback to partners (25:58)
• How can leaders hire driven employees who will help them stay motivated and accountable? (00:49)
• How can we create peer accountability in an organization with a flat hierarchy? (04:54)
• How can we create relationships with colleagues when work pressures don't allow time for basic pleasantries? (08:07)
• What measures are board members looking at to measure the performance of their CEO? (15:32)
• Managing Burnout: How do you know, as a leader, that it's time to take a break? (23:40)
• Understanding the ebbs and flows of motivation vs signs of burnout (29:57)
• What to do when we "fall out of love" with our business? (00:59)
• Should meetings have the same format and style or should we change it up? (07:27)
• How often should a business review their KPIs?(12:23)
• Changing up the business; changing up the KPIs (15:04)
• Is there value in measuring a KPI that is always the same and always just below perfect? (17:54)
• What is the ultimate purpose of a meeting? Decision making? (22:10)
• Meeting efficiency vs relationship building (26:29)
• Pro or Against: Earmarking time at the top of a meeting to review material (26:17)
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