Game Changing Management & Leadership

In this podcast, I share briefly on why leaders need to focus on making their teams more productive and how the can do it.

In this podcast, I share briefly on why leaders need to focus on making their teams more productive and how the can do it.

In this interview With Steve Hinton, former Mechanical Engineer and Executive coach we explore how Technical Leaders are unprepared for Leadership and what they can do about it. You can contact Steve: steve@hintonsheerline.co.uk

There is one critical way good, bad and horrible leaders think. folajimi.com/apply

Trust Series Part 4: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Trust Series Part 3: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Trust Series Part 2: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Trust Series Part 1: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Part 4 in the series: I share three steps engineering managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

Part 3 in the series: I share three steps technical managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

I share three steps engineering managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

Part 1 of the series I share three steps engineering managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

Are experienced and seasoned leaders inherently better leaders? Obviously, there are things that you learn from having 10 to 20 years experience of managing people, but I have met 100s of seasoned technical managers, who had terrible leadership practices and even worse results. Basically, through their careers, they had learned to manage badly very well.

Who Do You (Engineering Leader) Have Lunch With? Well, it Matters More Than You Think.

This podcast is a short continuation on the challenges of selecting the wrong solution, but specifically when technical leaders try to replicate solutions that were implemented in another organization.

Leadership Focus is critical in ensuring business change initiatives are successful. Even your most senior engineers may have no experience carrying out wooly transformation projects which do not require core engineering skills. They require a lot of your help monthly, weekly and even daily.

Change fails when engineering leaders didn’t have credible plans on how or when they’ll deliver. Engineers work hard on the change, but it stalls. When I ask the Leadership, whether their projects are track, the answers are: I think so, I hope so, I don't know. This is a problem. (hello@folajimi.com).

Engineering Change programs often fail when Leaders select the wrong solution. If you have any questions, email me at hello@folajimi.com.

In this interview With Steve Hinton, former Mechanical Engineer and Executive coach we explore how Technical Leaders are unprepared for Leadership and what they can do about it. You can contact Steve: steve@hintonsheerline.co.uk

There is one critical way good, bad and horrible leaders think. folajimi.com/apply

Trust Series Part 4: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Trust Series Part 3: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Trust Series Part 2: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Trust Series Part 1: Why Leaders and Managers need to create an atmosphere of trust in order to increase and or sustain performance within their teams. If you can email your questions or comments to hello@folajimi.com book a 1 to 1 at folajimi.com/apply.

Part 4 in the series: I share three steps engineering managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

Part 3 in the series: I share three steps technical managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

I share three steps engineering managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

Part 1 of the series I share three steps engineering managers and leaders can implement to boost their teams' performance. Any questions, please email at hello@folajimi.com

Are experienced and seasoned leaders inherently better leaders? Obviously, there are things that you learn from having 10 to 20 years experience of managing people, but I have met 100s of seasoned technical managers, who had terrible leadership practices and even worse results. Basically, through their careers, they had learned to manage badly very well.

Who Do You (Engineering Leader) Have Lunch With? Well, it Matters More Than You Think.

This podcast is a short continuation on the challenges of selecting the wrong solution, but specifically when technical leaders try to replicate solutions that were implemented in another organization.

Leadership Focus is critical in ensuring business change initiatives are successful. Even your most senior engineers may have no experience carrying out wooly transformation projects which do not require core engineering skills. They require a lot of your help monthly, weekly and even daily.

Change fails when engineering leaders didn’t have credible plans on how or when they’ll deliver. Engineers work hard on the change, but it stalls. When I ask the Leadership, whether their projects are track, the answers are: I think so, I hope so, I don't know. This is a problem. (hello@folajimi.com).

Engineering Change programs often fail when Leaders select the wrong solution. If you have any questions, email me at hello@folajimi.com.

What kind of engineering manager are you? Are you a Dragon or a Door Mouse? Dragons are aggressive leaders, get what they want and never let anyone push them around, but they might leave bodies and destruction in their wake. Door Mice are the engineering leaders who "like to be liked" above all.

Why do some leaders find it so hard to make decisions? This episode focuses on why 10,000 decisions not made every day that erodes profits, staff engagement, and customer satisfaction.

Why do some engineering leaders find it so hard to make decisions? This episode focuses on why 10,000 decisions not made every day that erodes profits, staff engagement, and customer satisfaction.

All engineering leaders get angry at work sometimes. We are frustrated, irritated or upset by the behaviors of others and ourselves. That feeling is normal and part of being human--it's okay. What is not acceptable is insulting the engineers, managers, customers and other people we work with.

Today, I am going to be talking about help, specifically, why engineers or scientists may not ask their managers or team leaders for help as often as they should.

In this episode, I share a little bit about my background why I work with leaders.

This series I recorded in response to a question l left in the comments from the video "Failure is an Option". I wanted to explore some main roadblocks I see when leading improvement or transformation programs and hopefully help you out a bit.

What kind of engineering manager are you? Are you a Dragon or a Door Mouse? Dragons are aggressive leaders, get what they want and never let anyone push them around, but they might leave bodies and destruction in their wake. Door Mice are the engineering leaders who "like to be liked" above all.

Warning: This is a satirical video! One of the biggest traps a leader can fall into is the need to respond to requests from others to make a decision. I will give you six reasons why you should never make a decision as a leader--Ever.

Decisions are one of the key things a leader has to do. Whether you are a project engineer or the Chief Operating Officer of a multinational engineering company, you need to make decisions.

Welcome to Game Changing Technical Leadership, the podcast where we share insights, practical advice, and steps to help Engineering Senior Leaders become game changers. The purpose of this podcast is to share perspectives and knowledge from seasoned engineering leaders. You can contact me at www.folajimi.com/apply

What kind of engineering manager are you? Are you a Dragon or a Door Mouse? Dragons are aggressive leaders, get what they want and never let anyone push them around, but they might leave bodies and destruction in their wake. Door Mice are the engineering leaders who "like to be liked" above all.

Why do some leaders find it so hard to make decisions? This episode focuses on why 10,000 decisions not made every day that erodes profits, staff engagement, and customer satisfaction.

Why do some engineering leaders find it so hard to make decisions? This episode focuses on why 10,000 decisions not made every day that erodes profits, staff engagement, and customer satisfaction.

All engineering leaders get angry at work sometimes. We are frustrated, irritated or upset by the behaviors of others and ourselves. That feeling is normal and part of being human--it's okay. What is not acceptable is insulting the engineers, managers, customers and other people we work with.

Today, I am going to be talking about help, specifically, why engineers or scientists may not ask their managers or team leaders for help as often as they should.

In this episode, I share a little bit about my background why I work with leaders.