The Leadership e-News
December 2010   
This Month's Features

Register now for a
Leadership Institute session

   Click here to register


FMI's Executive Coaching

Just as the best athletes have coaches, strong leaders often have coaches as well. In tough times, the need for coaching is even greater. Our FMI coaches bring more than 100 years of combined coaching experience, coupled with specialized industry knowledge, that can help you through these turbulent times.

Click here to learn more about FMI's Executive Coaching.

What FMI Executive Coaching clients are saying:

• "When you have the ability to make change and improvement to someone who affects your business, affects the growth of team members and affects your image – can you afford not to complete something like this? My answer is no!"

• "I already have made a greater contribution to this company as a result of coaching – both from a performance and a supervisory standpoint. In working with my group of a dozen people, they have their subordinates as well; I think it’s important how the impact transcends my group."



The "Practical Tools for Exceptional Leaders" booklet series is designed to help you learn and apply best-of-class leadership principles in your life and within your organization.
Click here to purchase


A Letter From Ron Magnus, Managing Director

In the rush to secure new work, preserve key talent and protect the business against competition, it is easy to lose sight of one of the most critical roles of a leader - the need to motivate and inspire others. One refrain we have heard from leaders in the marketplace is “people should just be happy to have a job.” And while this is true, it is certainly not the most motivating or inspiring message to spread as a leader. One of the most powerful tools to inspire people is communicating a sense of purpose for doing work that transcends a daily routine. One contractor specializing in military housing connects the day-to-day work of building to a higher purpose of providing comfort and community to members of the military serving our country. They even bring officers in to speak about their experiences overseas and the relief that comes with returning home to a familiar setting.

People are fundamentally meaning-seeking creatures and when we engage in work that inspires us with a higher sense of purpose we bring our very best to the work place. In the midst of difficult times, we encourage leaders to think deeply about the communicating purpose in a way that both motivates and inspires others.

This issue of the Leadership e-Newsletter examines the leadership ability of motivation and inspiration.

Ron Magnus
Ron Magnus

Are You a Helicopter Boss?

Good managers do not hover over their employees. They involve their people in the decision-making process by teaching them how to make good decisions for the organization.

Have you ever worked for someone who controlled everything you did, day in and day out, telling you what to do, how to do it and when to do it? This boss was constantly checking in, making suggestions and hovering above, even though you did not ask for nor need any help or support. These micromanagers can be referred to as “helicopter bosses,” a term coined from its counterpart phrase “helicopter parents.”

According to Wikipedia, “Helicopter parent is a colloquial, early 21st-century term for a parent who pays extremely close attention to his or her child's or children's experiences and problems.” Helicopter parents often have very good intentions, but they have to control every aspect of their children’s lives to prevent them from failing. These parents hover over their kids, planning and monitoring their every move, without letting them figure out solutions to their problems on their own. Helicopter bosses treat their employees like these parents treat their children. These managers hover over their employees and make all of the decisions. Employees are not allowed to take risks or solve problems on their own. What this accomplishes is that employees are prevented from learning, developing and growing.

Read on to learn how helicoptor bosses impact their employees.

  Read More: Download the Article

Recession-driven Derailment: Do not let your employees jump track

Construction firms across the globe have recently experienced a series of layoffs, budget freezes, cost-reduction measures and consequent low morale because of the recession. Companies that have typically enjoyed an abundance of talent, jobs and funding are now finding difficulties in managing the turnaround of a company that is struggling. Ironically, many companies are experiencing some voluntary turnover from those employees who “survived” the layoffs. Other employees are experiencing derailment, finding little to no passion or enjoyment with their work as they did only a few months ago.

Many managers believe that those still employed at the firm after others have been let go would be grateful that they even have a job. However, evidence from this and other recessions suggests that many of these remaining employees feel overworked, threatened and vulnerable. In nearly all these cases, the opportunity for derailment emerges and morale suffers.

Read on to learn how a proactive strategy can curb employee derailments.

  Read More: Download the Article