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Directing work is one of the four major activities that will consume your leadership capital. Directing work involves planning, prioritizing, and coordinating.

There are four major activities that will consume your leadership capital. They’re directing work, doing work, delivering work and developing people. Let’s look at directing activities,Ìýand what doing them right or wrong looks like.ÌýThe three activities, in terms of directing, are planning, where you’re translating your vision into team and individual goals, prioritizing, where you’re turning individual goals into team priorities, and coordinating, using your position to provide a broader perspective to the members of your team.

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Plans and strategies get derailed on a daily basis. Unpredictable issues, market forces, and unforeseen circumstances can all throw your plan off track. Being flexible, having contingency plans in place, and trusting others can help you overcome these obstacles and get back on track.

Today’s post is by Larry Ackerman, author of The Identity Code.

I’m just back from my third trip to Tanzania � a three-week immersion into a startlingly different land, whose people, animals, birds and weather never fail to help me see life more fully than I otherwise might.

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There are four major activitiesÌýthat will consume your leadership capital.ÌýDepending on your team, you’ll have a different mix of these activities.

There are four major activities that will consume your leadership capital. They’re directing work, doing work, delivering work and developing people:

Directing work

Directing including planningÌýwhere you translate your visionÌýinto individual goals and activities.ÌýPrioritizing which is turning individual goalsÌýinto team priorities.Ìý

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Instead of worrying about your people leaving and having problems with your Millennial population, invest in their development in a personalized and meaningful way.

Today’s post is by Lee Caraher, CEO and Author of The Boomerang Principle.

Today, the managers� lamentations of “Millennials aren’t loyal!� and “why should I put any time into training these people when they’re going to leave soon and I’ll have to start all over again?� are loud and frequent.

I’ve seen leaders make three common mistakes when investing in their leadership capital. These mistakes hurt both their efficiency and their effectiveness.

Do you work a 40 hour week or are you working 24/7?ÌýHow much effort are you putting into your work?ÌýHow much stress do you experienceÌýfrom the energy you’re putting in?ÌýYour time and energy are finite resources.ÌýYou can squeeze more time outÌýby taking away from other activities in your lifeÌýbut you can’t do that forever.Ìý

Today’s post is by Anna Carroll, author of The Feedback Imperative: How to Give Everyday Feedback to Speed Up Your Team’s Success (CLICK HERE to get your copy).

If you are a manager, the chances are great that you dread giving honest feedback to your team members on a frequent basis. And yet it is at the top of the list of what employees today want and need from their leaders.

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When someone who has traditionally been your opponent creates a great opportunity, question their motivation. Seek to fully understand the situation before you say yes.

Every organization suffers from some levelÌýof political intrigue.ÌýWhether it’s hoarding of resources,Ìýmanipulative tactics, or passive aggressive behaviorÌýoffice politics distract your organizationÌýfrom getting things done.ÌýIt also makes time at the office stressful and discouraging.ÌýIgnoring these dynamics can create risk for you,Ìýbut you can take a productive approachÌýto dealing with common political issues.

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Building a remarkable organization is all about building the right culture. By focusing on values, living them every day, and remembering how your people create value for you and you for them, you can create the distinctive culture you seek.

Today’s post is by Dr. Randy Ross, author of Remarkable!

I was having lunch with a friend who told me about an interaction that he had with one of his team members.

Some people won’t do their dirty work themselves.ÌýThey’ll align themselves with other partner groupsÌýto stall your progress.Ìý

Every organization suffers from some levelÌýof political intrigue.ÌýWhether it’s hoarding of resources,Ìýmanipulative tactics, or passive aggressive behaviorÌýoffice politics distract your organizationÌýfrom getting things done.ÌýIt also makes time at the office stressful and discouraging.ÌýIgnoring these dynamics can create risk for you,Ìýbut you can take a productive approachÌýto dealing with common political issues.

Strategy doesn’t have to be something reserved for executives or communicated in a secret language that most people don’t understand. By creating a simple strategy map, you can effectively communicate your strategy to your entire organization.

Today’s guest post is by Sanjiv Anand, author of Execution Excellence.

A few years ago, I visited a client who was the CEO of the subsidiary of a major French firm.