Positive Leadership Limited is a strategic leadership and corporate finance advisory firm. We use our considerable experience to provide unique perspectives and innovative solutions which help corporate leaders unlock maximum value from complex business challenges. There is no dress rehearsal for delivering answers to critical business challenges. When you are under intense pressure to succeed, we help deliver the vitally important marginal gains which let your business excel and win.
Tuesday, August 31, 2010
A Commitment to Values
Avoiding the Tendencies of Poor Leaders
- Self-deluding. This isn't just a problem with bosses; the majority of people estimate their skills to be higher than they are in reality. Be aware that you might be self-aggrandising and find ways to get input and evaluations that show you what your true skills are.
- Heedless of subordinates. Those in positions of power are watched carefully by those under them. But that level of attention is not reciprocated. When you become the head honcho, don't forget to remain curious about and engaged with your direct reports.
- Insulated from reality. No one wants to deliver bad news to the boss, so the boss often doesn't know the full story. Create a culture in which the messenger isn't shot, but lauded for bringing important information forward.
Avoiding the Tendencies of Poor Leaders
Monday, August 30, 2010
Best Leadership Practices from the Greatest Actors
Best Leadership Practices from the Greatest Actors
Nordstom's Employee Handbook - Short and to the Point!
Nordstom's Employee Handbook - Short and to the Point!
Sunday, August 29, 2010
Why Once Great Companies Fail
Why Once Great Companies Fail
Saturday, August 28, 2010
John Wooden - Lessons in Leadership
John Wooden - Lessons in Leadership
Friday, August 27, 2010
The Importance of Values in Decision Making
The Importance of Values in Decision Making
Thursday, August 26, 2010
Essential Lessons on Management, Society and Economy
Essential Lessons on Management, Society and Economy
Knowledge Gained from Failure Lasts Longer
Knowledge Gained from Failure Lasts Longer
Preparing for Excellence
Preparing for Excellence
Wednesday, August 25, 2010
Rational Negotiation
There is an art and a science to good negotiating, and whether you are negotiating a cease-fire between countries or neighbours, here are some tips for you on how to become a better negotiator. These come from a book, Negotiating Rationally, by Drs. Max Bazerman and Margaret Neale of Northwestern University.
First, it's important to recognise that everyone negotiates - probably a lot more than you think. It's pretty obvious when you're buying a car or putting together a business deal. You're also negotiating when you want to go out to dinner and your spouse wants to stay home, or when your neighbour wants to put in a chain link fence and you'd prefer a hedge of shrubs.
The first thing that can help your negotiating skills is getting rid of the urge to win at all costs and the false idea that if one person wins, it means the other has to lose. The best solution is one in which each side gives a little and gets something, too. Good negotiators know how to paint a vivid picture of how their proposed solution will benefit both sides, and they focus on gains rather than losses.
They also know that building trust and sharing information are critical for negotiating in any long-term relationship. Finally, good negotiators have the ability to really put themselves in the other person's shoes, evaluate alternatives, and think creatively. Can you see yourself negotiating to settle differences in a way that makes everyone a winner?
Rational Negotiation
Creating a Culture of Greatness
It’s the most important thing a leader can do because culture drives behaviour, behaviour drives habits and habits create the future. As the leaders at Apple say, “Culture beats strategy all day long."
When you create a culture of greatness you create a collective mindset in your organisation that expects great things to happen—even during challenging times. You expect your people to be their best, you make it a priority to coach them to be their best and most of all you create a work environment that fuels them to be their best.
A culture of greatness creates an expectation that everyone in the organisation be committed to excellence. It requires leaders and managers to put the right people in the right positions where they are humble and hungry and willing to work harder than everyone else. A culture of greatness dictates that each person use their gifts and strengths to serve the purpose and mission of the organisation. And it means that you don’t just bring in the best people, but you also bring out the best in your people.
If you are thinking that this sounds like common sense, it is. But unfortunately far too many organisations expect their people to be their best but they don't invest their time and energy to help them be their best nor do they create an environment that is conducive to success. They want great results but they are not willing to do what it takes to create a culture of greatness.
A culture of greatness requires that you find the right people that fit your culture. Then you coach them, develop them, mentor them, train them and empower them to do what they do best. As part of this process you develop positive leaders who share positive energy throughout the organisation because positive energy flows from the top down. You also don’t allow negativity to sabotage the morale, performance and success or your organisation. You deal with negativity at the cultural level so your people can spend their time focusing on their work instead of fighting energy vampires. And you find countless ways to enhance communication, build trust and create engaged relationships that are the foundation upon which winning teams are built.
If creating a culture of greatness sounds like a lot of work, it is, but not as much work as dealing with the crises, problems and challenges associated with negative, dysfunctional and sub-par cultures. While most organisations waste a lot of time putting out fires you can spend your time building a great organisation that rises above the competition.
Creating a Culture of Greatness
Tuesday, August 24, 2010
Positive Leadership
- Do you feel that company leaders and managers at work appreciate you?
- Do you regularly have the chance to do your best work?
- Do you have clarity on what is expected of you at work?
- Does your manager care about you and provide focus?
Most of us start a job motivated to perform our best, but sometimes working for a poor manager can adversely affect your motivation. Positive leaders help people tap into their innovative spirit to improve performance.
The Brain Power of Negativity
In Switch: How to Change Things When Change Is Hard, authors Dan and Chip Heath write about “finding the bright spots” in our work and lives. After extensive research, the two business school professors have documented myriad cases that prove how hard it is to overcome negativity’s pull.
In one study, for example, scientists analysed 558 words in the English language that denote emotions, and they found that 62% were negative (versus the 38% positive).
Across the board, no matter the situation or domain, we are wired to focus on bad over good.
• Example A: People who were shown photos of good and bad events spent more time viewing the latter.
• Example B: When people hear something bad about someone else, they pay more attention to it, reflect on it more, remember it longer and weigh it more when assessing that person. This tendency is called “positive-negative asymmetry.”
• Example C: A researcher reviewed 17 studies of how people interpret and explain events in their lives, such as how fans interpret sporting events or how students describe their days in a journal. Across multiple domains — work, politics, sports, relationships — people were more likely to spontaneously bring up negative versus positive events.
“Bad is stronger than good,” the Heaths conclude. It’s no wonder performance reviews and feedback are usually aimed at what’s not working. Yet, individuals can override this brain tendency and focus on the positive, at least enough to create successful relationships both at work and home.
John Gottman, a psychologist who studies extensive marital conversations, finds that couples who sustain long-term marriages use language that reflects five times more positive statements than negative ones. In fact, he calls this “the magic ratio” and claims it will accurately predict if a marriage will last.
He urges managers to use a ratio of 5:1 positive statements in conversations with employees. Ask yourself: “What percentage of time do I spend solving problems in relation to the time I spend scaling successes?”
Given the advantages of a solution mindset, it’s surprising that more managers fail to gain a foothold in this managerial style. Remember: You can’t give praise and recognition if you see only the negative and focus on what’s broken.
Leaders at all levels need to improve their emotional intelligence and social intelligence skills.
One of the most powerful questions you can ask yourself is “Do I regularly focus on the positive?” What actions can you take today to be a more positive leader? What activities unleash your people’s strengths?
Positive Leadership
How to Spot What the CEO Is Not Telling Investors
How to Spot What the CEO Is Not Telling Investors
Monday, August 23, 2010
Compassion
Compassion
Changing your Beliefs
Do you think that nothing ever goes right for you? Do you believe that you are just an unlucky person, and that no matter what you do, you will probably fail? Well, you are right, but not for the reason you think.
Then, in order to make life match up with your belief (which is important for your sanity), you begin to act in ways that reinforce your belief. You may even unconsciously sabotage things, so that you will fail. But you will be acting like you know yourself to be, which is what all of us do. You create what is called a self-fulfilling prophecy.
So if you want to change your life, what you need to do is first change your beliefs. And yes, this is possible. Then, you will continue to act like yourself, but you will see yourself differently, so your behaviour will be different. And when you change your behaviour, you change the results.
Changing your Beliefs
Sunday, August 22, 2010
10 Keys for Getting Value from the Values of Positive Leadership™
10 Keys for Getting Value from the Values of Positive Leadership™
Saturday, August 21, 2010
Engage Your Brain
Engage Your Brain
The Complicated Lives of Today's Leaders: Why Being at the Top Is Harder Than Ever
The Complicated Lives of Today's Leaders: Why Being at the Top Is Harder Than Ever
Friday, August 20, 2010
R. A. S.
The human nervous system contains a marvellous network of cells called the Reticular Activating System, or R.A.S. Its function is to screen out unimportant information that comes to you through your senses.
R. A. S.
Values-Based Leadership
Values-Based Leadership
Thursday, August 19, 2010
Wednesday, August 18, 2010
Excellence v Success
Excellence v Success
Tuesday, August 17, 2010
How a 'Non-Policy' on Holidays Can Be The Break You Need
Culture
However as Daniel H. Pink says in Drive: The Surprising Truth About What Motivates Us - and as the Netflix story shows - this is a mistake.
How a 'Non-Policy' on Holidays Can Be The Break You Need
Monday, August 16, 2010
The Anatomy of a Lie
The Anatomy of a Lie
Sunday, August 15, 2010
Motivating Your Staff
Motivating Your Staff
Saturday, August 14, 2010
Encouraging Early Entrepreneurship
Encouraging Early Entrepreneurship
Execution
If purpose is your “why,” and vision is your “what,” then executing is your “how.”
How do you measure your leadership?
Execution
The Red Arrows Set The Standard Each Day At Every Level
The Red Arrows Set The Standard Each Day At Every Level
Friday, August 13, 2010
Great Teaching
Bill Gates, speaking to the American Federation of Teachers,
One example of how business can contribute to education in a very meaningful way is IBM's 'Transition to Teaching' Programme. Through this initiative, which was launched in 2005, IBM is helping address the critical shortage of maths and science teachers in the USA by leveraging the brains and backgrounds of some of its most experienced employees, enabling them to become fully accredited teachers in their local communities upon electing to leave the company.
The Future is in Our Classrooms - Pledge version from TakePart on Vimeo.
For more, see -
Great Teaching
Great Teaching is the Centre-Piece of a Strong Education
Great Teaching is the Centre-Piece of a Strong Education
Thursday, August 12, 2010
Are You a Genius or a Genius Maker?
Are You a Genius or a Genius Maker?
Wednesday, August 11, 2010
Creating New Jobs
Here is one idea:
Partnerships for job creation. While big companies have tended to be net job-shedders, they create jobs through the small and mid-sized enterprises in their supply and distributions chains. Big can power small. Imagine a national partnership in which big companies pledge to enhance the capabilities of domestic suppliers by providing mentors, investment capital, opportunities in export markets and use of offices abroad, and even insurance benefits as part of a larger pool.
Creating New Jobs