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LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.
Thursday, July 22, 2010
es-driven, he has been guest speaker at national events, such as, Scottish Mutual annual event, Countrywide Investments annual sales conference, PIMS International, Finance Directors UK
Central to the creation of positive, sustainable, high performance organisations is good leadership.
Positive Leadership Limited supports leaders to become the ambassadors within the organisation, coaching others and perpetuating a positive performance culture. Positive Leadership™ coaching can take place in a number of different settings, or as is more common a combination of settings; individual coaching, in a group setting with other leaders, or with their own team as both participant and coach.
Positive Leadership™ coaching enables leaders to apply the principles of Positive Leadership™ to create environments where individuals become their best, people work well together in teams and with other stakeholders, and where teams and organisations build momentum in good times and demonstrate resilience in the face of challenge.
For more information, please contact: email@example.com
Here are ten quantum leaps (specific ways of acting and behaving) that build high-performing organisations:
Align the Values of Positive Leadership with Business Strategy: Do you communicate clearly and consistently the organisation’s key leadership values (what is essential for its success)? Do you make sure there are measures of success tied to the core values?
Sharpen the Focus: Do you communicate clearly and consistently the vision for the organisation (where it is going)? Does the vision communicate a sharp sense of focus and priorities? Do you make sure there are measures of success tied to the vision?
Lead Through Others: Do you make sure that talented people are recruited, placed in the right roles, and developed? Do you build effective teams? Do you manage effective meetings? Do you delegate effectively? Do you develop “operating principles” for people that enable them to work well together?
Manage Decisions Well: Do you understand the various types of decision processes? Do you communicate the process surrounding a given decision in such a way that everyone is clear on their roles and expectations?
Accelerate the Pace of Change: Do you build processes to share performance information and improve the performance of the organisation? Do you engage people in continuous improvement and learning? Do you manage change effectively?
Stimulate the Creative Flow: Do you create an environment in which innovation flourishes? Do you drive out fear of failure? Do you reward people for creativity and innovation? Do you search out people’s particular strengths? Do you give people opportunities to display their strengths and experience creative flow?
Spread Systems Thinking: Do you encourage people to use a systems approach to solving problems? Are you data-driven in your approach to solving problems? Do you help people overcome the assumption of competence? Do you help people avoid the substitution fallacy?
Communicate in 3-D: Do you communicate well internally, up, down and across the organisation? Do you communicate well with customers, shareholders, regulators, suppliers, and other interest groups? Do you have a message box? Do you mobilise new media as well as old media effectively?
Start With Yourself: Do you set a high standard for personal and professional integrity – and hold other people accountable to a high standard? Specifically, do you display high levels of passion for the organisation, honesty and honour, humour, and humility? Can you communicate effectively, using all each power of communication?
Help People Assume Responsibility: Are you able to alter your own behaviours to achieve higher levels of performance? Are you able to ask powerful questions that enable other people to assume responsibility and perform as effective leaders in the organisation?