Positive Leadership: A Team of Rival Perspectives

One element that fosters creativity is the ability to see an issue from multiple angles. When leaders build mechanisms that give them these various perspectives, they are more likely to see creative solutions.

One fascinating example is that of Abraham Lincoln. Lincoln was the surprise winner of a hotly contested primary election that included personal attacks and attempted coup d’états. Once he had secured the nomination, and later the presidency of the United States, Lincoln assembled his cabinet primarily of the very men he quarrelled with for the nomination. This “team of rivals” was able to provide a variety of perspectives and create a tension over the solutions that avoided the traditional, yes-man saturated groupthink sessions that marked so many other presidents’ cabinets.

What is important is for the leader of such diverse rivalries to sustain the right amount of creative friction, taking care to produce the tension needed to refine new ideas and challenge old assumptions while ensuring that the tension doesn’t get overbearing and melt the team. While there was a team of rivals in Lincoln’s cabinet, we suspect it was always certain who that needed leader was.

We tend to think of creatives as artists, musicians and writers. However, Lincoln’s deliberate attempt to leverage tension provided him with a style of creativity he found quite useful in navigating America through an equally tumultuous feud.

Positive Leadership: A Team of Rival Perspectives

Positive Leadership: What's Your Influencing Style?

Effective leadership today relies more than ever on influencing others — impacting their ideas, opinions, and actions.

While influence has always been a valuable managerial skill, today's highly collaborative organisations make it essential. Consider how often you have to influence people who don't even report to you in order to accomplish your objectives. Success depends on your ability to effectively influence both your direct reports and the people over whom you have no direct authority.

Have you ever thought about how you influence others? The tactics you use? We are all aware that people use different influencing tactics, but did you realise that we each naturally default to the same tactics every time? Or that the tactics we default to are also the ones to which we are most receptive when being influenced?

It is these preferred tactics that define our influencing style. Analysing the different influencing tactics, researchers have identified up to nine primary influencing tactics. In our quest to further understand personal influencing styles, we did additional research to build on the existing knowledge base. From our research, we've identified five distinct influencing styles: rationalising, asserting, negotiating, inspiring, and bridging.

You may have an idea what your style is just from hearing these labels, but the most accurate way to identify your style is with an influence style indicator — a self-scoring assessment that classifies your style based on answers to questions about preferred influencing tactics. But even without the indicator, here are some questions you can ask yourself to begin to understand your style:

Rationalising: Do you use logic, facts, and reasoning to present your ideas? Do you leverage your facts, logic, expertise, and experience to persuade others?

Asserting: Do you rely on your personal confidence, rules, law, and authority to influence others? Do you insist that your ideas are heard and considered, even when others disagree? Do you challenge the ideas of others when they don't agree with yours? Do you debate with or pressure others to get them to see your point of view?

Negotiating: Do you look for compromises and make concessions in order to reach an outcome that satisfies your greater interest? Do you make trade-offs and exchanges in order to meet your larger interests? If necessary, will you delay the discussion until a more opportune time?

Inspiring: Do you encourage others toward your position by communicating a sense of shared mission and exciting possibility? Do you use inspirational appeals, stories, and metaphors to encourage a shared sense of purpose?

Bridging: Do you attempt to influence outcomes by uniting or connecting with others? Do you rely on reciprocity, engaging superior support, consultation, building coalitions, and using personal relationships to get people to agree with your position?

While answering these questions, take your style a step further. How often does it work for you? Are you more successful with certain types of people? Have you ever wondered why? Since there are five different influencing styles, using only your preferred style has the potential to undermine your influence with as many as four out of five people.

Gaining awareness about our own influencing style and those of others is especially critical in light of todays fast-paced and stressful work environments, and here's why: When we are operating unconsciously out of a preference (our style) and not seeing the results we expect, we actually have the tendency to intensify our preferred behaviour — even when it's not working!

If your individual success depends on gaining the cooperation of people over whom you have no direct authority, this should concern you. The way to begin to increase your odds of influencing more people is to learn to recognise and use each of the five styles.

Becoming aware that there are influencing styles other than yours is a good start. To further increase your influence, you must learn what each style sounds like when it's being used effectively and ineffectively. Gaining this awareness will help you recognise when the style you're using isn't working and how to determine one that will.

What's your influencing style? And what are you going to do about it?

For more, see - http://blogs.hbr.org/cs/2012/01/whats_your_influencing_style.html

Positive Leadership: What's Your Influencing Style?

Positive Leadership: Courage?

‘Courage is a virtue and heroism is admirable, but do we have a right to demand them? Which of us cannot look back on his or her own life and remember decisions, or compromises made, or silences kept because of cowardice, even when the penalties for courage were negligible?

If we are cowardly in small things, shall we be brave in large? Have we the right to point the finger until we have been tested ourselves? When we read of the seemingly lamentable conduct of the captain of the Costa Concordia, Francesco Schettino, who left his passengers to their fate, do we say, “There but for the grace of God go I”?

Of course, leadership entails an obligation to be courageous – morally, physically or both. It is the price of leadership; it is why leaders are more highly regarded and rewarded than the rest of us. But even subordinates in certain professions have the duty to be brave, as the rest of us do not. A soldier is expected unquestioningly to put himself in the way of bullets as a civilian is not……….

What, then, might Captain Schettino say in his defence? Let us, for the sake of argument, leave aside the possibility that the whole disaster was an error of his seamanship, and suppose instead that it was what some people call “one of those things”.

In a world used to the utilitarian zeitgeist, he might say that if he had stayed on board and gone down with his ship, nobody who died would have been spared. We imagine a captain on his deck, as he slips under the waves, but this is quixotic romanticism if in fact no one is saved. A captain’s life is worth as much as anyone else’s; nobody’s interest is served by his needless death.

Can we be sure that if Captain Schettino had kept calm and carried on, fewer people would have died? Can it be wholly his fault if the crew were not properly trained and members of it were not even able to communicate with each other, let alone with all the passengers? He could, of course, have refused his command: but how many of us resign our jobs on a matter of principle? If we were to do so, the unemployment rate would be nearly 100 per cent…………………………….

Could he have known in advance that he was not up to the mark, that no man was less fitted than he for such an emergency? I hope it is not taken for lack of sympathy for the victims and their relations to say that, on the scale of human monstrosity, the captain does not climb very high. His place on the scale of human weakness is another matter.’

For more, see: http://www.telegraph.co.uk/news/worldnews/9022832/Concordia-disaster-Should-a-captain-go-down-with-his-ship.html

Positive Leadership: Courage?

Positive Leadership: What Makes Stanford University a Unique Environment

This video gives a good overview of what makes Silicon Valley a unique environment for economic growth. It is something which should be looked at closely by those wishing to stimulate new business here in Scotland.

Positive Leadership: What Makes Stanford University a Unique Environment

Positive Leadership: Improve Productivity to Find Resources

Big companies have lots of money tied up in inefficient programmes that could be used to create differentiation and neutralise competition, says Geoffrey Moore, Author and Venture Partner, Mohr Davidow Ventures. In this video, he discusses how massive waste and sloppy business practices hinder a company's ability to create power through innovation.

Positive Leadership: Improve Productivity to Find Resources

Positive Leadership: 40,000 page views

The Positive Leadership Blog has now had over 40,000 page views. Thanks to all those who have taken an interest in our writings about leadership.

Positive Leadership: 40,000 page views

Positive Leadership: Cultivate a Culture of Confidence

'One difference between winners and losers is how they handle losing.

Even for the best companies and most-accomplished professionals, long track records of success are punctuated by slips, slides, and mini-turnarounds. Even the team that wins the game might make mistakes, fumble, and lag behind for part of it. That’s why the ability to recover quickly and get back on course is so important.

Troubles are ubiquitous. Surprises can fall from the sky like volcanic ash and appear to change everything. New ventures can begin with great promise and still face unexpected obstacles, unanticipated delays, and critics that pop up at the wrong moment. That’s why I coined Kanter’s Law: “Anything can look like a failure in the middle.”

Nothing succeeds for long without considerable effort and constant vigilance. Winning streaks end for predictable reasons: Strategies run their course. New competition emerges to take on the industry leader. Ideas get dusty. Technology marches on. Complacency sets in, making people feel entitled to success rather than motivated to work for it.

Thus, a key factor in high achievement is bouncing back from the low points. Long-term winners often face the same problems as long-term losers, but they respond differently, as I found in the research for my book Confidence. I compared companies and sports teams with long winning streaks and long losing streaks, and then looked at how leaders led turnarounds from low to high performance.

Consider first the pathologies of losing. Losing produces temptations to behave in ways that make it hard to recover fast enough—and could even make the situation worse. For example, panicking and throwing out the game plan. Scrambling for self-protection and abandoning the rest of the group. Hiding the facts and hoping that things will get better by themselves before anyone notices. Denying that there is anything to learn or change. Using decline as an excuse to let facilities or investments deteriorate.

The culture and support system that surrounds high performers helps them avoid these temptations. They can put troubles in perspective because they are ready for them. They rehearse through diligent practice and preparation; they remain disciplined and professional. Their leaders put facts on the table and review what went right or wrong in the last round, in order to shore up strengths and pinpoint weaknesses and to encourage personal responsibility for actions. They stress collaboration and teamwork—common goals; commitment to a joint vision; respect and support for team members, so when someone drops the ball, someone else is there to pick it up—and responsibility for mentoring, so the best performers lift everyone’s capabilities. They seek creative ideas for improvement and innovation, favouring widespread dialogue and brainstorming.

Resilience is not simply an individual characteristic or a psychological phenomenon. It is helped or hindered by the surrounding system. Teams that are immersed in a culture of accountability, collaboration, and initiative are more likely to believe that they can weather any storm. Self-confidence, combined with confidence in one another and in the organisation, motivates winners to make the extra push that can provide the margin of victory.

The lesson for leaders is clear: Build the cornerstones of confidence—accountability, collaboration, and initiative—when times are good and achievement comes easily. Maintain a culture of confidence as insurance against the inevitable downturns. And while no one should deliberately seek failure, remember that performance under pressure—the ability to stay calm, learn, adapt, and keep on going—separates winners from losers.'

This post was written by Rosabeth Moss Kanter, who holds Harvard Business School’s Arbuckle Professorship and specialises in strategy, innovation, and leadership. Her latest book is SuperCorp.

Positive Leadership: Cultivate a Culture of Confidence

Positive Leadership: Celebrating Freedom

"Change does not roll in on the wheels of  inevitability, but comes through continuous struggle. And so we must straighten our backs and work for our freedom. A man can't ride you unless your back is bent."  Martin Luther King, Jr.

Positive Leadership: Celebrating Freedom

Positive Leadership: Be Positive!

Here are some things that don't exist: A bad day, a boring book, a demeaning job, and an ugly dress.

Now why do we say that there is no such thing as a bad day or an ugly dress? Shakespeare had this idea in mind when he said, "Nothing is good or bad, but thinking makes it so." You see, if the dress was truly ugly, every single person we asked would say, "Yes, that is ugly." But what are the chances of that happening?

And if the day was truly bad, then no one could possibly be having a good day on that date, could they? And even if two people share the very same experience on the same day, one of them may call it bad and the other one may say, "Now wait a minute. There is another way to look at it."

And that is exactly the point. There is always another way of looking at things. So, why in the world would you voluntarily choose a way that is negative, devaluing or that makes you feel badly? You have the ability to control your thoughts and your emotions.

The first step is believing that not only is it possible, but it is possible for you. And when you feel you can do it, then you try. And the more you try, the better you get at it. Negative feelings that once dominated you can be made to go away, and the time it takes you to banish them will grow shorter and shorter. Until one day you may surprise yourself by saying, "You know, I cannot remember the last time I really felt angry or depressed!"

Positive Leadership: Be Positive!

Positive Leadership: Happy New Year!

Positive Leadership: Happy New Year!

Positive Leadership: Goal Setting for the New Year

Are you planning to make some new goals for next year? Do you make New Year's Resolutions? How about setting some milestones or objectives? Do you have a dream or is it all just a wish? Are all of these terms about goals and goal setting the same? Let's take a look.

A wish is something you set with no plan to get it and you do not change your behaviour even a little bit to do anything about moving toward it. Example; you think, "I wish I could make more money!" That is a wish if you do not begin to do anything to move toward it.

A resolution is something you set that you know you need to do this year but you will abandon long before you get close to achievement. Example; you say, "This year I'm going to lose 30 pounds so I can get into the new clothes I bought last year that I was going to lose 30 pounds to get into."

A goal is something you set that you actually have a plan to attain. You might even have it written down if you are really committed to it. A goal has a definite finish line. It is defined so well that if someone asks you if you have a goal for the year you do not hesitate to say so. For it to qualify as a real goal it must have a suspense date. Example; you write "I am a master class golfer by the end of this year."

A dream is the kind of goal that evokes emotion in a person. It's more than just a big goal; it is life defining and something that often requires sacrifice. Example; you dream "Within the next five years I want to wear GB&I on my back competing in a World Championship."

All goals require milestones or objectives to be reached along the way. Setting short term, mid and long term objectives makes the big task manageable. We cannot always foresee the obstacles and opportunities that lay ahead but we can get moving down the road.

Positive Leadership: Goal Setting for the New Year

Positive Leadership: How Passionate is Your Leadership?

Leaders who create extraordinary new possibilities are passionate about their mission and tenacious in pursuit of it. Many people have good ideas, but many fewer are willing to put themselves on the line for them.

Passion separates good intentions and opportunism from real accomplishments.

To determine whether your passion matches your aspirations, try these 12 questions.

1. Do I feel strongly about the need for this?

2. Does the idea fit my long-held beliefs, values, and convictions?

3. Have I dreamed about something like this for a long time?

4. Do I think that this is vital for the future of people I care about?

5. Do I get excited when I think about it, and convey excitement when I talk about it?

6. Am I convinced that this can be accomplished?

7. Am I willing to put my credibility on the line to promise action on it?

8. Am I willing to spend time to sell it to others who might not understand or support it?

9. Can I make this the major focus of my activities?

10. Am I willing to devote personal time, above and beyond organisational time, to see that this happens?

11. Do I feel strongly enough to ignore negativity and fight for this?

12. Am I committed to seeing this through, over the long haul?

Passing the passion test is doesn't guarantee success, but without it, the journey can't even begin.

Positive Leadership: How Passionate is Your Leadership?

Positive Leadership: Merry Christmas!

Positive Leadership: Merry Christmas!

Positive Leadership: Adopting a Positive Attitude

‘If I had one piece of advice for a young person, it would be to make a careful evaluation of the circumstances in which they find themselves, and locate in that setting whatever they can possibly locate that gives them a positive attitude about the life they have to live.’ Sandy Tatum (USGA Past President)

Positive Leadership: Adopting a Positive Attitude

Positive Leadership: A Challenge for Scottish Rugby

“Another great example is the Scottish rugby team. They have never beaten the All Blacks and I genuinely wonder if – deep down – they really do want to. If they do, then perhaps they talk themselves out of it before they even go out onto the pitch. They have lost games by 30 points and talked about playing well. It seems to me that the players are just happy to have played against the All Blacks, and that their focus is more on playing well than getting the result. I have a peer from my playing days – a highly respected Scottish international – who still talks about the time that they played the All Blacks in 1990 and lost. He tells me that they should have beaten us. My answer is simple: maybe so but you didn’t. Even 20 or so years later, he is still bringing it up; in fact I heard him speak at a rugby function a few weeks ago and he said – I kid you not – ‘one of my greatest memories was when we almost beat the All Blacks.’” Sean Fitzpatrick, Former All Black Captain

Positive Leadership: A Challenge for Scottish Rugby

Positive Leadership: Integrity in Golf

In 1955, Arnold Palmer played with Gene Sarazen, the 1935 winner, in his first competitive round at the Masters. He dined frequently with Bobby Jones, battled Jack Nicklaus in his prime and has known every significant golfer since. 

What is it about golf that he most values and wants to pass along to a younger generation?

"The integrity of the game. It's hard to describe what I mean by that. You immediately think of honesty, but it's more than that. It's a lifestyle. It's something people see. It's something that golf delivers to the public like no other sport.

Truthfulness is part of it. Most of the golfers I've known along the way had good character. Certainly the best ones did. That doesn't mean they never did anything wrong. They all had a drink now and then, but the top golfers generally have all been upstanding. I think that's very important to impress on the young players.

Integrity, in Palmer's mind, isn't far removed from style. The way a player dresses and walks and comports himself feeds into the way he plays. You could spot Hogan or Nelson halfway across the course, just walking, not even swinging, and know instantly who they were. They owned who they were.”

Positive Leadership: Integrity in Golf

Positive Leadership: The Connection Between Leadership Strategy and Business Strategy

When comparing the Global Top Companies for Leaders to more than 470 companies worldwide, the ‘Top Companies for Leaders’ study identified a strong connection between business strategy and leadership strategy. 

All of the Global Top Companies have articulated a clear business case for investing in leadership as a strategic imperative.  

Nearly 85% of Top Companies say their leaders can explain how the investment in leadership affects financial performance, while only 54% of all other companies in the study can say the same.  In fact, 92% of Top Companies say their stakeholders understand how their leadership strategy creates value, compared to just 78% of all other organisations in the study.

Positive Leadership: The Connection Between Leadership Strategy and Business Strategy

Positive Leadership: Gary Player, a Legend

Gary Player (born 1 November 1935) is a South African professional golfer. With his nine major championship victories, he is widely regarded as one of the greatest players in the history of golf. He was inducted into the World Golf Hall of Fame in 1974. Player has won 165 tournaments on six continents over six decades. here he talks about his life in golf and what makes him a champion.

 

Positive Leadership: Gary Player, a Legend

Positive Leadership: Creating a Contagious Leadership Team

What if leadership in your organisation were like a pot of boiling water?

 It begins with a pool of cool water. When you apply heat, one or two little bubbles (leaders) begin to appear. Then there are four, then 16, then 256, then a potful of bubbles. This leadership "bubble effect "creates "hot molecules" - individuals who model and pass on leadership qualities to others. Then it becomes contagious throughout the organisation, one person to another.

Before long you will have created an organisation of Contagious Leaders.

Positive Leadership: Creating a Contagious Leadership Team

The Positive Leadership Approach to High Performance in Business

The Positive Leadership Approach to High Performance in Business

Positive Leadership: Gary Player's 10 Commandments

Gary Player is one of the greatest golfers of all time. He has lived his life based on the following commandments, enabling him to realise success achieved by very few.

1. Change is the price of survival.
2. Everything in business is negotiable, except quality.
3. A promise made is a debt incurred.
4. For all we take in life we must pay.
5. Persistence and common sense are more important than intelligence.
6. The fox fears not the man who boasts by night but the man who rises early in the morning.
7. Accept the advice of the man who loves you, though you like it not at present.
8. Trust instinct to the end, though you cannot render any reason.
9. The heights of great men reached and kept were not attained by sudden flight, but that while their companions slept were toiling upward in the night.
10. There is no substitute for personal contact.

Positive Leadership: Gary Player's 10 Commandments

Positive Leadership: Winning

“It’s impossible,” said Pride.

“It’s risky,” said Experience.

“It’s pointless,” said Reason.

“Give it a try,” whispered the Heart.

Positive Leadership: Winning

Positive Leadership: The World As Steve Jobs Saw It

When you grow up you tend to get told the world is the way it is and you're life is just to live your life inside the world. Try not to bash into the walls too much. Try to have a nice family, have fun, save a little money. That's a very limited life.

Life can be much broader once you discover one simple fact: Everything around you that you call life was made up by people that were no smarter than you and you can change it, you can influence it, you can build your own things that other people can use. 

Once you learn that, you'll never be the same again

 

Positive Leadership: The World As Steve Jobs Saw It

Positive Leadership: Global Leadership Forecast 2011

The Global Leadership Forecast 2011 is the largest and most comprehensive study of its kind. Over 2,600 organisations across 74 countries have provided perspectives on the current state of leadership in their organizations and future talent-related needs. The study is based on data from 1,897 HR professionals and 12,423 leaders.

 

Positive Leadership: Global Leadership Forecast 2011