Wednesday, December 25, 2013
Friday, December 20, 2013
Positive Leadership: Congratulations @sallywatsongolf
Apologies for the absence of posts recently but the Positive Leadership team has been on location in Turkey and Morocco helping Sally Watson gain her Ladies European Tour card for 2014 at the LET Tour School.
Congratulations Sally on putting the Values of Positive Leadership to the test so successfully!
Congratulations Sally on putting the Values of Positive Leadership to the test so successfully!
Friday, November 29, 2013
Wednesday, November 27, 2013
Tuesday, November 26, 2013
Positive Leadership: What is Talent?
Talent is a set of personal characteristics that enhance
one’s ability to achieve expertise in an accelerated manner.
These traits allow one to improve at quicker
rates than others in their field that are at the same level of
expertise/fitness/skill, etc. This is
because talent is one’s ability to adapt to training and develop skills in
their specialized field.
Talent exists
when strong genetics and a desire to practice come together to create superior
ability for a specific activity. It can
only exist along with a deliberate interest.
Because of this, talent will often only become apparent after a moderate
amount of practice as this is when one’s ability to adapt and improve is more
clearly visible.
Monday, November 25, 2013
Positive Leadership: Staying in the Present
Kaylin Richardson can say both of those things, and attributes her success to a simple principle: staying present. "If you're not present people can tell," she says. "You might not realise it but if your mind is somewhere else when you're talking with someone they'll know--you're not connecting with them."
Of course, living in the moment doesn't just apply to racing down a mountain face at blistering speeds: taking a zen-like approach in business can pay dividends. "In this day and age we're bombarded with stimulus all the time--being present is something that resonates and people respond to that."
Friday, November 22, 2013
Positive Leadership: Motivate Yourself By Visualising Your Goals
Thursday, November 21, 2013
Positive Leadership: Excellence
Wednesday, November 20, 2013
Positive Leadership: Teaching Young People to be Entrepreneurs
An entrepreneur since childhood, Cameron Herold wants parents
and teachers to recognise -- and foster -- entrepreneurial talent in kids.
For 20 years, Cameron Herold has been coaching entrepreneurs
on five continents, helping them build their companies. He started BackPocket
COO to coach and mentor young, fun companies -- and help them make their dreams
happen. Herold was a leading force behind one of the most successful new
business ventures of the last decade, 1-800-GOT-JUNK?. He was Chief Operating
Officer for nearly seven years. Prior to that, he was VP of Corporate
Development at Ubarter.com.
Tuesday, November 19, 2013
Positive Leadership: Let Ideas Flow
In this TED talk, she suggests a small idea that just might
have a big impact on your life and health: next time you have a one-on-one
meeting, make it into a "walking meeting" -- and let ideas flow while
you walk and talk.
For more, see: http://nilofermerchant.com/
And here is an interesting and challenging (for many reasons) comment on the above talk from Korea!For more, see: http://nilofermerchant.com/
'Enjoyed the video. Great idea! I am a high school student in Korea, and we have to stay more than 11 hours a day sitting. Much exceeding the sleeping hours, 6 hours maximum. I really do want to adopt your idea to my usual life, because girls here are experiencing the serious effects of sitting all day; we are getting rounder and rounder every day. However, I cannot really think of a way. Any good advise?? :('
Monday, November 18, 2013
Friday, November 15, 2013
Thursday, November 14, 2013
Wednesday, November 13, 2013
Positive Leadership: Mentors
Tuesday, November 12, 2013
Positive Leadership: Entrepreneurial Advice
Monday, November 11, 2013
Positive Leadership: Leadership Development
Friday, November 08, 2013
Positive Leadership: Control is for Beginners
As Carl shows us in this video, by jamming with two people he’d never practised with before, sometimes you just need to let go. A jazz musician needs to stop controlling and start trusting his band members’ competency and artistry. This trust, the willingness to let go and allow for space, allows band members take risk (that’s what a jazz solo is!) and try something new and different — while being supported by their band-mates. Without that support, you get a chaos of sound. With too much control, you don’t get jazz.
Carl’s wife, Ane, sums up this attitude with her own adage: “Control is for beginners.”
Spontaneity and relinquishing control provide enormous advantages, even if it takes a certain kind of non-practice to feel comfortable with it. Jazz musicians know that. Innovators should learn that as well… because sometimes, control really is for beginners.
Thursday, November 07, 2013
Positive Leadership: The Importance of Enduring Values
Wednesday, November 06, 2013
Positive Leadership: Expectations Drive Behaviour
‘Expectations drive behaviour. If we expect to do poorly we
will behave in ways that ensure a poor performance. Negotiation is problem
solving. The goal is not to get a deal; the goal is to get a good deal.’ Margaret
Neale
Margaret Neale is the Adams Distinguished Professor of
Management at the Stanford University Graduate School of Business. Her research
focuses primarily on negotiation and team performance. In particular, she
studies cognitive and social processes that produce departures from effective
negotiating behaviour. Within the context of teams, her work explores aspects
of team composition and group process that enhance the ability of teams to
share the information necessary for learning and problem solving in both
face-to-face and virtual team environments.
Tuesday, November 05, 2013
Positive Leadership: The Link Between Emotion and Sales
Monday, November 04, 2013
Friday, November 01, 2013
Positive Leadership: What is Good Leadership?
Jeremy Marchant of Emotional Intelligence discusses in this IOD video why good
leadership means more than just glorified management.
Good leadership
Good leadership
Thursday, October 31, 2013
Wednesday, October 30, 2013
Tuesday, October 29, 2013
Positive Leadership: The Essence of Leadership
Economist John Kenneth Galbraith once said that “all of the
great leaders have had one characteristic in common: it was the willingness to
confront unequivocally the major anxiety of their people in their time. This,
and not much else, is the essence of leadership.”
We all have our anxieties to
bear. For some it is a decision we need to make. For others it is a habit we
need to break.
Whatever the anxiety is, we have to confront it, if we want to
overcome it.
That is what it means to lead!
Monday, October 28, 2013
Positive Leadership: Joe Montana's Winning Wisdom
Joe Montana reckons his real secret was simply being able to
remember that “football is just a stupid game” while at the same time never
losing his almost pathological detestation of defeat.
“You have to believe that, when it comes down to it, there’s
nobody better than you. And that if it comes to that one final pass, you have
to make sure you’re that guy. And you have to relish it.”
Montana is self-effacing but press him on which quarterback
he would want to throw a ball to save his life and you get the true gauge of
his self-confidence. “I’d pick myself first!” he smiles.
Friday, October 25, 2013
Thursday, October 24, 2013
Wednesday, October 23, 2013
Positive Leadership: Be Yourself, But Don’t Overshare
Here are a
few pointers for effective—and authentic—self-disclosure:
Consider relevance. Before sharing personal information, ask
yourself if it’s germane to the situation. Make sure it contributes to the
overall goal of building trust and engendering better collaboration.
Understand the context. Some societies are more inclined
than others to disclose personal information. Investigate regional and organisational
norms about sharing so that you’ll know when it’s best to keep quiet.
Delay or avoid very personal disclosures. In some
workplaces, you will eventually find it safe and helpful to share; in others
you’ll realise it’s unwise to do so.
For more, see: http://hbr.org/2013/10/be-yourself-but-carefully/ar/
Tuesday, October 22, 2013
Positive Leadership: Instant Success Takes Time
One of the more mundane differences between perpetual
winners and long-term losers among businesses, sports teams, and other organisations
is that the winners simply work harder.
Winners are more likely to take the
time to keep honing skills and testing ideas in preparation for change. That’s
not too dramatic or glamorous, but it’s among the biggest differentiators.
In
contrast, teams or organisations headed for losing streaks lurch from tactic to
tactic without any apparent long-term direction. They lack discipline, do not
always rely on facts before chasing fads, and panic under pressure.
For more, see: http://blogs.hbr.org/2008/11/instant-success-takes-time/
Monday, October 21, 2013
Positive Leadership: Dreaming and Disruption
Dreaming is at the heart of disruption.
Whether we want to disrupt an industry or our
personal status quo, in order to make that terrifying leap from one learning
curve to the next, we must dream. The
good news is that the causal mechanism for achieving our dreams is always,
always, always showing up: and as we
show up, our future will too.
Thursday, October 17, 2013
Positive Leadership: George P. Shultz: "Issues on My Mind"
George P. Shultz’ storied career in government, academia,
and business includes four US cabinet posts; appointments at the University of
Chicago, MIT, and Stanford; and the presidency of Bechtel Corp.
Now 92, the
economist is the author of the new book, Issues on My Mind: Strategies for theFuture, a guide to policymakers on how to govern more effectively in a wide
range of areas.
In an interview with Stanford Business, Shultz
discussed technology, U.S. relations with Russia and China, the environment,
and how the United States can get its house in order.
Wednesday, October 16, 2013
Tuesday, October 15, 2013
Monday, October 14, 2013
Positive Leadership: Why Grit Determines Success
Friday, October 11, 2013
Positive Leadership: Great Mentors
A few truths about great mentors:
* a mentor will help me to be self-dependent
* a mentor can have tremendous coaching skills and not
impose answers.
* my mentor should bring clarity of distance
* a great mentor is a great communicator: succinct, simple
and specific
* a great mentor can learn from me
* a great mentor can share stories of his/her own failures and
weaknesses
* a great mentor can also ask me for advice
* a great mentor can be a sponsor (ie. open doors and speak
highly of me).
The mediocre teacher
tells. The good teacher explains. The superior teacher demonstrates. The great
teacher inspires. - William Arthur Ward
Thursday, October 10, 2013
Positive Leadership: Do We Have the Right Core Values?
Today’s
ever-present markets have their own implicit values, and they can easily
overwhelm whatever values leaders want to instil in their organisations.
To
lead responsibly, leaders must commit to clarity, meaningful projects, and
bright ethical lines.
In different ways, each of these helps leaders and
organisations respond to the risks and opportunities created by pervasive
market forces.
Wednesday, October 09, 2013
Positive Leadership: Want to Be More Decisive?
They make tough calls, and they
have the spine to follow through. Yet, the rest of us seem to get stuck in
cycles of indecisiveness. So what sets our more decisive-minded colleagues
apart from us? Not much, really.
Research has shown that everyone experiences
traces of indecisiveness — say, pessimism, or a low sense of control — when
contemplating a decision. There’s no avoiding it. But decisive people don’t let
these negative feelings hold them back. Once they make a decision, and begin
the steps to execute it, they start to feel confident, capable, and in control.
The good news is we can all train our brains to think this way. We just have to
be willing to bite the bullet. Gulp.
Tuesday, October 08, 2013
Positive Leadership: Ten Essentials for Getting Value from Values
But that does not mean that values do not matter. In organisations
that are innovative, profitable, and responsible — widespread dialogue about
the interpretation and application of values enhances accountability,
collaboration, and initiative.
Here are ten essential ingredients that make values work to
produce organisational value.
Values are a priority
for leaders, invoked often in their messages and on the agenda for
management discussions.
The entire work force
can enter the conversation; employees are invited to discuss or interpret
values and principles in conjunction with their peers, who help ensure
alignment.
Principles are
codified, made explicit, transmitted in writing in many media, and reviewed
regularly to make sure people understand and remember them.
Statements about
values and principles invoke a higher purpose, a purpose beyond current
tasks that indicates service to society. This purpose can become part of the
company’s brand and a source of competitive differentiation.
The words become a
basis for on-going dialogue that guides debate when there is controversy or
initial disagreement. Decisions are supported by reference to particular values
or principles.
Principles guide
choices, in terms of business opportunities to pursue or reject, or in
terms of investments with a longer time horizon that might seem uneconomic
today.
As they become
internalized by employees, values and principles can substitute for more
impersonal or coercive rules. They can serve as a control system against
violations, excesses, or veering off course.
Actions reflecting
values and principles — especially difficult choices — become the basis for
iconic stories that are easy to remember and retell, reinforcing to
employees and the world what the company stands for.
Values are
aspirational, signalling long-term intentions that guide thinking about the
future.
Principles, purpose,
and values are discussed with suppliers, distributors, and other business
partners, to promote consistent high standards everywhere.
In short, it’s not
the words that make a difference; it’s the conversation. Frequent
discussion about organisational values can be engaging and empowering. The
organisation becomes a community united by shared purpose, which reinforces
teamwork and collaboration. People can be more readily relied on to do the
right thing, and to guide their colleagues to do the same, once they buy into
and internalise core principles. People can become more aware of the drivers
and impact of their behaviour.
And, as you
can see in leading companies, active consideration of core values and purpose
can unlock creative potential.
For more, see: http://blogs.hbr.org/2010/06/ten-essentials-for-getting-val/
Monday, October 07, 2013
Positive Leadership: Using LinkedIn
Instead, think about the two-way
quality of your relationships.
Use a filter to help you connect to those people
who will be able to help you, or whom you would be willing to help. Try the “favour
test”: Would you do a favour for this person, or ask a favour of them? If so,
make the connection. If not, take a pass.
If you're consistent in applying the favour
test and selective about which connections you initiate and accept, you can tap
LinkedIn’s power as an introduction machine: an address book in which all the
entries can see and connect with one another, and a network that’s efficient in
supporting your professional goals.
Friday, October 04, 2013
Thursday, October 03, 2013
Positive Leadership: The Secret of Prolonged Success (at Manchester United)
Wednesday, October 02, 2013
Positive Leadership: The 'Generosity Gene'
Tuesday, October 01, 2013
Monday, September 30, 2013
Friday, September 27, 2013
Thursday, September 26, 2013
Positive Leadership : Ken Costa and God at Work
Following university, he went to work for an investment bank in the City of London, where he has worked for over 30 years. After serving as Vice-Chairman of UBS Investment Bank, a global financial institution, where he advised international corporations, Mr Costa was named as the Chairman of Lazard International, joining the bank in October 2007.
Ken Costa is the Chairman of Alpha International, which promotes the Alpha course - an introduction to the Christian faith attended by over two million people in the UK and ten million worldwide - and Church Warden of Holy Trinity Brompton. He is the author of best-seller, God at Work.
Over the next few days, we will show a number of Ken's Gresham lectures. His thinking around values and purposes is both fascinating and enlightening and entirely in sync with our own Values of Positive Leadership.
Wednesday, September 25, 2013
Positive Leadership: Great Teams Are a Mix of Old and New
Well,
it turns out that great teams — the most creative, the most innovative — are
more temporary in nature than you would think.
Take Broadway. The best productions,
researchers have found, are made up of rag-tag groups — a mix of old and new
faces. The old faces bring knowledge of the best processes and the best working
methods, and the new folks bring a fresh creative spirit to the table.
The most
innovative companies work in similar ways, too. Ad-hoc teams form around a
given project, then disband. But it’s not so easy pull off — in order for this
to work, the entire organisation has to be diverse enough in order to make
temporary teams a reality.
Tuesday, September 24, 2013
Positive Leadership: Pitfalls in Creating Business Strategy
Here are three common mistakes and how to avoid them:
Failing to choose. Attempting to be all things to all
customers is not a winning strategy. Select specific segments of consumers with
particular characteristics that you can serve best.
Acquiring to change playing fields. Acquisition usually just
adds unnecessary complexity. If you cannot strategise in your current environment,
you will not necessarily excel in a different one.
Accepting an existing choice as unchangeable. A company
always has a choice of where in the market they will play, so do not use this as
an excuse for mediocre performance. Change will not happen overnight, but you can
alter the course with focus and dedication.
Monday, September 23, 2013
Positive Leadership: Thinking Like a Champion
We meet and learn from champions every day. We have learned
that to be a champion you must ‘Think like
a Champion’. Champions think differently than everyone else. They approach
their life and work with a different mindset and belief system that separates
them from the pack.
1. Champions Expect
to Win - When they walk on the court, on the field or into a meeting they
expect to win. In fact they are surprised when they don't win. They expect
success and their positive beliefs often lead to positive actions and outcomes.
They win in their mind first and then they win in the hearts and minds of their
customers or fans.
2. Champions
Celebrate the Small Wins - By celebrating the small wins champions gain the
confidence to go after the big wins. Big wins and big success happen through
the accumulation of many small victories. This doesn't mean champions become
complacent. Rather, with the right kind of celebration and reinforcement,
champions work harder, practice more and believe they can do greater things.
3. Champions Don't Make
Excuses When They Don't Win - They don't focus on the faults of others.
They focus on what they can do better. They see their mistakes and defeats as
opportunities for growth. As a result they become stronger, wiser and better.
4. Champions Focus on
What They Get To Do, Not What They Have To Do - They see their life and
work as a gift not an obligation. They know that if they want to achieve a
certain outcome they must commit to and appreciate the process. They may not
love every minute of their journey but their attitude and will helps them
develop their skill.
5. Champions Believe
They Will Experience More Wins in the Future - Their faith is greater than their
fear. Their positive energy is greater than the chorus of negativity.
Their certainty is greater than all the doubt. Their passion and purpose are
greater than their challenges. In spite of their situation champions believe
their best days are ahead of them, not behind them.
If you don’t think you have what it takes to be a champion,
think again. Champions aren’t born. They are shaped and moulded. And as iron
sharpens iron you can develop your mindset and the mindset of your team with
the right thinking, beliefs and expectations that lead to powerful actions.
Friday, September 20, 2013
Positive Leadership: Behaviours Leaders Should Avoid
If you want to empower, engage, or motivate others, don't
just focus on increasing your positive behaviours. Pay attention to the things
you need to stop doing at the same time.
Here are three to avoid:
Judgmental body
language. No one likes perceived condescension. Watch out for scowling,
furrowed brows, and quizzical or sarcastic looks (as if to say, “Are you
stupid?”). While seemingly harmless, each of these subtle darts creates a
considerable amount of relationship damage.
Interrupting.
It's almost impossible for people to feel safe if the boss takes up most of the
airtime or cuts people off. Do more listening than talking, and let people
finish their thoughts.
Being inconsistent.
It’s hard on employees to wonder who is going to show up: "smiling,
charming, funny boss" or "judgmental, intense, snapping
manager." Try to keep your tone and personality consistent so people know
what to expect.
Thursday, September 19, 2013
Positive Leadership: What a Winning Business Culture Looks Like
- People enjoy the work they do and the people they work with.
- People take pride in the work they do and the company they work for.
- There are high levels of engagement, connection, camaraderie and a community of caring.
- There is a culture of fairness, respect, trust, inclusiveness and teamwork.
- The leaders walk the talk, live the values and communicate a clear vision and strategy for growth.
- Lots of open, honest, robust and transparent communication across the entire organisation.
- The company invests back in employees; there is a commitment to learning, coaching and development.
- There is a bias for action, employees have an ownership mentality and always strive to give their personal best.
- There is high accountability and a strong focus on delivering the desired results.
- There is ample recognition and rewards and mediocrity is not tolerated.
Wednesday, September 18, 2013
Tuesday, September 17, 2013
Positive Leadership: The Power of Listening
Tom Peters uses an example from the healthcare industry to
highlight the importance of listening.
According to Tom, "the single most
significant strategic strength that an organisation can have is not a good
strategic plan, but a commitment to strategic listening on the part of every
member of the organisation."
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