Author Archive

Dwight Mihalicz

Dwight Mihalicz has over 40 years’ experience helping local, national, and international organizations achieve greater productivity, efficiency, and performance.

What is Keeping You Awake at Night?

Dwight Mihalicz,

When I was an individual contributor the things that kept me awake at night tended to be self-recrimination about things I could have done better.
  • “How could I have missed that deadline?”
  • “Why didn’t I see that possible outcome?”
  • “How could I have missed that step?”

 As a manager, the focus of the “if only” conversations in my head changed. They were no longer about what I could or should have done differently. They were about what I might have done differently so one of my team members would have done something differently.

  • “What were they thinking when they did that?”
  • “How could they not have understood the importance of that deadline?”
  • “How could they not have known how much this delay would cost us?”

Respect – Can You Ever Have Too Much?

Dwight Mihalicz,

Earning the respect of your team is important but it needs to be used wisely

Martin* was skillfully leading his team through a really rough meeting. Their mission-critical project was behind schedule. The investors were getting nervous. Martin was getting nervous. And of course that made the team nervous. Martin obviously had the respect of his team. In fact he was revered. And yet I could see hat things were going horribly wrong.

What was happening? Isn’t respect in the leader a good thing?

Yes. But.

And the but is a big one. Think about the person you respect the most. Now picture that person asking you a favour. A big favour. What would be your response? Naturally, you would do everything in your power to make it happen.

I see the same thing happening in management team meetings all the time. When that respected leader asks that something be done, the team members will do their best to make it happen. Where does reality fit into this? If one of the team members knows in their heart that his or her deliverable is highly unlikely, will they speak up? Probably not… they will be assuring themselves that they can find a way. If most or even all of the team members feel this way, what is he likelihood of success? Almost nil!

Where Does Accountability Come From?

Dwight Mihalicz,

Part 3 of the Effective ManagersTM Understanding Accountability Series

In Part 1 of our series on Understanding Accountability we learned that accountability is often not well understood or implemented in organizations, which leads to organizational drift. This lack of clarity of accountability for work priorities often causes strategy execution to fail. As part of our solution, we created a working definition of accountability that is worth repeating:

“Accountability is an obligation for which one can be held to account for one’s results and one’s actions by a specified other.”

Why Does Accountability Matter?

Dwight Mihalicz,

Part 2 of the Effective ManagersTM Understanding Accountability Series

In Part 1 of our series on Understanding Accountability, we learned what accountability is and how it differs from responsibility. Too often, accountability in organizations isn’t well understood and it isn’t well implemented. In Part 2, we’ll look at why accountability matters, and why it’s important for organizational success.

To recap from Part 1, accountability in organizations is an obligation – something for which one can be held to account. When you are accountable, you are expected to answer for not only the results you achieve, but also the actions you take. Accountability is the clear diver of effectiveness in organizations. Organizations that have managers who are clearer about their accountability are more effective. The correlation is extremely high.

Interdependence at Work, or How Can I Count On My Colleagues to Do What They Say They Will?

Dwight Mihalicz,

collaborationWorkers in organizations to-day are highly interdependent. There are few positions where one is not dependent on others in some way for success in their own work. For managerial roles, interdependence is a fact of life.

The following figure shows the results of a research project into managerial effectiveness carried out in partnership between Effective Managers™ and the Telfer School of Business at the University of Ottawa. In this part of the research, managers were asked several questions about their interdependence with others.

Copyright © 2017 - Dwight Mihalicz -Sage Effective Managers