Yale University President Richard Levin and Admiral Mike Mullen on how to lead.
Thursday, January 06, 2011
Wednesday, January 05, 2011
Poisonous Carrots, Blunt Sticks
Sunday, January 02, 2011
How to Lead (part 3)
Saturday, January 01, 2011
Thursday, December 30, 2010
Preparing for the New Year
As we slowly approach the end of another year, there is once again a discernible feeling of anticipation for what the upcoming year will bring. In many ways, this is quite natural and expected since, like a present wrapped in shiny paper, the start of a New Year often stirs a sense of optimism that better times and new opportunities for recovery, growth and development await us just around the corner.
While leaders use the end of the year to focus on developing plans for what they need to achieve in the New Year, it’s also important that they not lose sight of the lessons learned over the course of the previous one. Indeed, the successes and failures incurred over the past twelve months can provide a wealth of insights that can help leaders chart a clearer path towards their organisation’s goals, provided that they take the time to reflect and review on what came out of these past outcomes.
With this in mind, here are ten questions leaders can ask to reflect and assess both their own performance and that of their employees, and how they can ensure that their team remains focused and driven toward reaching their shared goals:
1. What goals did we succeed in reaching this past year?
2. What goals did we fail to achieve and why? What obstacles did we encounter and how can I help my team overcome them now that we’re aware of these challenges that stand in our way?
3. How many failures did we encounter and did we really learn anything from them? Is there a risk that we’ll repeat them or have we properly addressed and resolved the issues behind our failure?
4. How can I encourage my employees to be more open to failure? To stepping forward with new ideas for us to test and explore without fearing that the outcome might be not what we hoped for?
5. What unexpected opportunities came up and what did we learn from them? How did my response shape the reactions of those I lead?
6. How consistent was my message to my team? Did I respond to misunderstandings by listening to what was being said and clarifying what I meant?
7. How much time did I spend outside of my office, watching how my team operates and listening to what’s going on around them? How can I make myself more aware of the challenges they face and how it impacts our goals?
8. Did I provide my team with enough opportunities for growth and development? What other measures can I use to improve the coaching/mentoring I offer to my team?
9. What events/moments during the past year opened my eyes to new ideas, insights or opportunities for growth? What can I do to learn more and explore these untapped outlets for growth?
10. Who did I often turn to for support, guidance and calls to action? Can they continue to help me as I move forward? And how can I help them succeed with their goals?
Naturally, there are other questions we can ask ourselves that can help us with assessing what we’ve done and where we can go next. But by asking ourselves these questions listed above, leaders can ensure that their focus is directed on building on their team’s accomplishments, as well as on what they’ve learned through their experiences over the course of the year, both key factors to creating a realistic guide for where we want – and can – grow in the coming year.
With such a guide at their disposal, leaders stand to benefit from not only from having a clear sense of direction of where they need to lead their team over the coming months, but also a keen appreciation for where they’ve been and the lessons learned along the way.
Tuesday, December 28, 2010
How to Lead (part 1)
14 Ways to Keep Your Team Engaged
Boost engagement and motivate your employees by being warmer, more honest and less quick to anger. Your team will then judge you by your action, moods, and behaviours, not by your intent.
Monday, December 27, 2010
Why We Have Too Few Women Leaders
Wednesday, December 22, 2010
The Path to Peak Performance
Dr. Edward M. "Ned" Hallowell outlines the five steps necessary to excel at work: select, connect, play, grapple and shine. He is the author of Shine: Using Brain Science to Get the Best from Your People
Tuesday, December 21, 2010
What Makes Leaders Tick?
Neuroscientists and psychologists believe they can make a real contribution to our understanding of what makes leaders tick. For more, see:
Monday, December 20, 2010
Young Women in Leadership
Young women may face unique challenges in asserting and developing a leadership style. Some struggle with managing others while maintaining a “good girl” image. They don’t want to be ignored, but they don’t want to be seen as too pushy, either. It’s a delicate balance to find a style that’s effective and feels like a good fit.
Women leaders must navigate a “double-bind”: If they assert themselves forcefully, people may perceive them as not acting feminine enough, triggering a backlash. But if they act in a stereotypically feminine way, they aren’t seen as strong leaders.
One major problem is a shortage of female role models. People often learn leadership styles by observing others; but there are often few female executives to observe. Women can watch male leaders too, of course, but men can’t illustrate how to navigate female stereotypes.
Here are several strategies to deal with the challenge. If there are few female leaders at their employer, young women should join professional associations or community organisations to find role models. These non-work settings also offer young women a chance to try out new leadership styles outside the office.
At work, young women should enlist mentors and solicit feedback on leadership techniques. After a meeting, ask a trusted superior what behaviours worked and what didn’t. Asking subordinates for feedback, however, is usually a mistake because it can indicate the leader is unsure of herself — a perception young female managers particularly want to avoid. In theory, these mentors could be either men or women, but young women should realise that male mentors may not be as aware of the unique challenges young women face in asserting leadership.
Leadership coaches encourage women to take charge of their office image by showcasing their workplace activities in thoughtful ways, such as leading presentations at meetings. They shouldn’t be content simply that their name is on an important report. Instead, they should actively engage colleagues and superiors, and talk frequently about their ideas and research.
Self-promotion may feel unnatural. Young women may worry that they’re setting expectations too high or drawing too much attention. But there are ways to feel more comfortable doing this. First, they should evaluate their work to pinpoint what differentiates them from other colleagues. Then, start small. One tactic? Exude enthusiasm about a company’s new project. The delight will translate to others as confidence. When the company has new projects in the works, women should suggest how their research and skills could contribute.
It’s also important for young female managers to ask superiors to back them up when others second-guess them. Women should ask their bosses to be ready to explain why they were chosen and what skills they bring to the position. Many women don’t ask for this support.
Tuesday, December 14, 2010
Developing Great Leaders
For more, see - http://www.sltrib.com/business/ci_14636149
Monday, December 13, 2010
I Never Want To Hear You Say ' I Can't Do It'
Sunday, December 12, 2010
Positive Leadership
Positive Leadership refers to an emphasis on what elevates individuals and organisations (in addition to what challenges them), what goes right in organisations (in addition to what goes wrong), what is life-giving (in addition to what is problematic or life-depleting), what is experienced as good (in addition to what is objectionable), what is extraordinary (in addition to what is merely effective), and what is inspiring (in addition to what is difficult or arduous).
Saturday, December 11, 2010
The Capacities of Great Leaders
1. Great leaders recognise strengths in us that we don't always yet fully see in ourselves.
2. Rather than simply trying to get more out of us, great leaders seek to understand and meet our needs, above all a compelling mission beyond our immediate self-interest, or theirs.
3. Great leaders take the time to clearly define what success looks like, and then empower and trust us to figure out the best way to achieve it.
4. The best of all leaders — a tiny fraction — have the capacity to embrace their own opposites, most notably vulnerability alongside strength, and confidence balanced by humility.
Friday, December 10, 2010
Excellence & Success
'There are many people, particularly in sports, who think that success and excellence are the same thing. They are not the same thing. Excellence is something that is lasting and dependable and largely within a person’s control. In contrast, success is perishable and is often outside our control. If you strive for excellence, you will probably be successful eventually. People who put excellence in the first place have the patience to end up with success. An additional burden for the victim of the success mentality is that he is threatened by the success of others and he resents real excellence. In contrast, the person that is fascinated by quality is excited when he sees it in others.'
Joe Paterno, Head Football Coach at Penn State University
Thursday, December 09, 2010
Performance and Fulfillment
In business you need high performance. In life, you need a sense of fulfillment. In leadership you need both.
Performance is external. Fulfillment is internal. Performance comes from achievment of something beyond yourself, whilst fulfillment emerges and grows from within - when your achievements are congruent with a consciously held purpose and the values that you choose to define your character.
Performance requires rules and discipline to control some 'part' of your life. Fulfillment is the freedom to choose your response without manipulation.
Performance is to prove something. It requires finite measurement. Without proof, there would be no performance.
Fulfillment means you dont need to prove anything. Fulfillment is endless and unmeasurable. It flows from a sense of completeness. When your whole life environment feels fully integrated, you don't need more of anything.
Performance requires you to consume something - resources, time, your skills or energy. In order to achieve a certain performance you have to spend something. Fulfillment doesn’t need anything. It creates something good out of the current state, whatever that is. It is never expensive. It gives you something instead of taking something away.
Effective leadership flows from inside out, not from outside in. Effective leaders integrate performance and fulfillment, not choose between them. Success in business requires high performance. Success in life requires a sense of fulfillment.
In leadership, you need both together.
Wednesday, December 08, 2010
Change the Process, Change the Result
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