#HR #RRHH Making love and making personal #branding #leadership

In any fast growing company, it's natural that conflict arises. It holds true at just about any company -- every type, every stage. Doesn't matter what market or size.

You'll see it happen most between functional areas. Sometimes marketing and operations will be at odds. Sometimes, it's marketing and sales, or sales and finance. Technology may want to go one direction, marketing another. Finance might lean too conservative.

It's why it's super important for your leadership team to have strong interpersonal skills and interactions. You can't rely on hiring great people alone. You also need to set the pace for solid interactions, help create and foster them. Nurture it at every turn.

We accomplish it a few ways at my company.

The internet is chock full of daily habits that will help your routine, but what about bad habits? Because habits are so ingrained into our daily routines, we often don't notice how harmful ones sneak in and ruin our success.

Try eliminating the following habits from your life and see how your success in business and in life improve:

There’s definitely some truth in the wisdom that it’s better to overcommunicate than undercommunicate. Ideally, every manager gives their team members just enough direction to get on course and the leeway to do their thing free of micromanagement.

The reality is often different, though. No good boss wants to leave their teams feeling empty-handed or unsupported, so they sometimes veer off too far in the opposite direction. I’ve learned the hard way that overcommunication is easier to fall into than you might think, and it winds up obfuscating my message and wasting everyone’s time.

Fortunately, I’ve managed to get better at figuring out when my communication is more distracting than useful. Here are some of the key criteria I use in order to tell whether I'm overcommunicating

Leading in an era of constant disruption, change and transformation is not easy. In such transformation efforts, soft aspects of leadership play as crucial role as the hard aspects like systems thinking, innovation and execution of change. Last week, I saw an insightful TED talk by Jim Hemerling

In order to get your leaders to have confidence in your ideas and your career potential, you need to persuade them. Sharing information—informing your supervisors—is part of that process, but it isn't the process itself. No matter how much you want them to understand the depth of your work, your knowledge, and your expertise, your leaders are not studying for a test. By shifting your focus from educating to influencing, you can build the credibility you need to get where you're trying to go.

When you try to educate somebody about a particular subject, you implicitly assume that you have the power. You're the one with ideas, knowledge, and information—that's why you're imparting it, after all. Everyone else is just hoping to soak in as much as they can.

Maybe you've been at your job for just a few months. Maybe you've been there for a few years. Either way, once you slip into a comfortable routine, it's easy to take your foot off the gas without realizing it.

You might not be coasting through the work you do. Perhaps you're even digging into your latest project really intensely—and that's a good thing. But it only increases the chances that you may be neglecting your relationships around the office, starting with your boss.

Now that the adjustment period after the holidays—aka "January"—is behind you, it's time to take a fresh look at how you've been interacting with your boss to see if you can invigorate your relationship. As career coaches are always saying, you need to make yourself indispensable, not just reliable; "satisfactory" never got anybody promoted.

Here are four things you can do to right now to remind your boss why they just can’t live without you.

You finally got approval to go to that pricey training seminar. Maybe you’ll be learning the secrets of entertainers or fishmongers. But do you know how you’re going to deliver a return on the training investment to your company?

"Organizations that send people out for training really need to have some type of a plan from beginning to end," says David Lewis, president and CEO of OperationsInc., a human resources consulting firm. And if your organization isn’t providing such a framework, it’s up to you to do so, so that you can not only prove that it was worthwhile, but also to open the door for future training.

Here is what you should be doing before, during, and after to maximize the return on investment.

I have a fundamental belief about the kind of people I try to employ. And that's that they're going to be harder on themselves than I'll ever need to be. I also believe that the concept of constructive criticism is overrated, if not an outright fallacy. Your employees are either aware of problems with their performance, or they're not.

The best way to find out which category they're in is through asking questions and listening. Let's look at some of the reasons this passive approach to problem-solving is good for both of you.

First the bad news: 85 percent of companies report an urgent need to develop their leadership pipeline. But only 40 percent believe their current pool of high-potentials can meet their future business needs.

Now the good news: With Millennials taking over as the largest working generation, it would behoove current leaders to identify who amongst them have the key leadership traits that lead to success.

The brutal truth of what to look for in your high potential leaders. This will make or break your organization.