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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, October 31, 2013
Wednesday, October 30, 2013
Tuesday, October 29, 2013
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
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
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
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
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.
For more, see: http://blogs.hbr.org/2013/10/always-always-always-show-up/?utm_content=buffer81224&utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer
Thursday, October 17, 2013
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
Wisdom from psychologist Angela Duckworth on ‘Why Grit, Not IQ, Predicts Success’
“Character is at least as important as intellect.”
Friday, October 11, 2013
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
Values are important because they may be the only force that can counter the power of markets and market-based thinking.
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
Great leaders are 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
Many organisations have statements of mission and values. Unfortunately, most of them sound alike. Who could quibble with the importance of “respect” or “customer focus”? Values statements can seem like passive decoration for walls and the Web, easily ignored. And the words don’t really tell anyone what to do in any specific sense.
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
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.