Positive Leadership: Inspiration

Positive Leadership: Inspiration

Positive #Leadership: Imagine

Positive #Leadership: Imagine

Positive Leadership: Success

Positive Leadership: Success

Positive Leadership: Resilience

Positive Leadership: Resilience

Positive Leadership: Making the Big Choices in Life

Positive Leadership: Making the Big Choices in Life

Positive Leadership: Never Give Up

Positive Leadership: Never Give Up

Positive Leadership: How Much Do You Want To Succeed?

Positive Leadership: How Much Do You Want To Succeed?

Positive Leadership: The Virtues of a Leader

‘Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline . . . Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader.’ 

Sun Tzu

Positive Leadership: The Virtues of a Leader

Positive Leadership: The Athena Doctrine

At the BRITE '13 conference, John Gerzema, author of the new book "The Athena Doctrine: How Women (and the Men Who Think Like Them)Will Rule the Future" talked about his two-year research effort which found that feminine values are ascending all around the world. 

His data shows that countries that think in a more feminine way have a higher per capital GDP and people who think in a more feminine way are nearly twice as optimistic about their future.

For more info on "The Athena Doctrine" visit: http://www.johngerzema.com/

The BRITE conference on brands, innovation and technology is hosted by the Centre on Global Brand Leadership at Columbia Business School. http://briteconference.com and http://globalbrands.org

Positive Leadership: The Athena Doctrine

Positive Leadership: Getting Results

Positive Leadership: Getting Results

Positive Leadership: Three Keys to Acquiring and Turning Around a Poorly Performing Business

Which distressed firms are worth trying to turn around?

Focus on those companies with an iconic brand name, one that people remember even if the company is down and out; a credible product, or at least the prospect of a credible product; and finally, talent or the prospect that a talented team can be hired. Talent is the key.

How do you motivate talent?

Down-and-out companies don’t have much money to spend. This means you have to build a team of people who are willing to work for the end game. You need people who have the passion, the perseverance and the courage to really walk in the darkness every day, one foot in front of the other, until they see the light.

How do you determine whether people stay?

If something is deeply distressed, the chances are there is some fault with the people on the ground. Sometimes it’s the culture, further crippled by an exogenous force. You never want to eradicate all history and prior knowledge, so at least give people a chance. But if they are not capable of self-reflection, if they can’t take any responsibility for where they are, they will never be the team to succeed. The one thing about this world is that truth is cold and hard, but it’s the first point on the path to hope and salvation: If you don’t want to hear the truth, then there is no future for you in the company.

Positive Leadership: Three Keys to Acquiring and Turning Around a Poorly Performing Business

Positive Leadership: The Attributes of an Inspirational Leader

Seven attributes needed to be an inspirational leader:

1. Passion
2. Purpose
3. Loyalty
4. Caring
5. Understanding
6. Patience
7. Communication
8. Integrity

Positive Leadership: The Attributes of an Inspirational Leader

Positive Leadership: The World's Most Reputable Companies

Leaders ought to be more concerned with character than with reputation. "Character is like a tree, reputation is like a shadow. The shadow is only what we think it is, the tree is what it really is" Abraham Lincoln

The World's Most Reputable Companies - http://www.forbes.com/sites/jacquelynsmith/2013/04/09/the-worlds-most-reputable-companies-2/ and http://www.reputationinstitute.com/

Positive Leadership: The World's Most Reputable Companies

Positive Leadership: Greatness

Positive Leadership: Greatness

Positive Leadership: Baroness Thatcher, a Great British Leader

Speaking about the late Baroness Thatcher yesterday, David Cameron, the British Prime Minister, said: “We've lost a great prime minister, a great leader, a great Briton. She didn't just lead our country, she saved our country, and I believe she'll go down as the greatest British peacetime prime minister.”

Here are a few favourite ‘Thatcherisms’:

“Consensus: “The process of abandoning all beliefs, principles, values, and policies in search of something in which no one believes, but to which no one objects; the process of avoiding the very issues that have to be solved, merely because you cannot get agreement on the way ahead. What great cause would have been fought and won under the banner: ‘I stand for consensus?”

“Watch your thoughts for they become words.

Watch your words for they become actions.

Watch your actions for they become habits.

Watch your habits for they become your character.

And watch your character for it becomes your destiny.

What we think, we become.

My father always said that... and I think I am fine.”

“Look at a day when you are supremely satisfied at the end. It's not a day when you lounge around doing nothing; it's a day you've had everything to do and you've done it.”

“Don't follow the crowd, let the crowd follow you.”

Positive Leadership: Baroness Thatcher, a Great British Leader

Positive Leadership: The Difference Between Winning and Succeeding

With profound simplicity, Coach John Wooden redefines success and urges us all to pursue the best in ourselves. 

In this inspiring talk he shares the advice he gave his players at UCLA, quotes poetry and remembers his father's wisdom.

 John Wooden, affectionately known as Coach, led UCLA to record wins that are still unmatched in the world of basketball.

Throughout his long life, he shared the values and life lessons he passed to his players, emphasising success that’s about much more than winning.

Positive Leadership: The Difference Between Winning and Succeeding

Positive Leadership: The Changing Face of Leadership Development

Leadership Development needs to move -

From:	To:
Case studies	Real-time challenges
Intellectual, cerebral learning: new insights and good intentions	Behavioural transformation: new actions in the workplace
Individual, leader development	Relational, leadership development
Competency based – for success in the past	Involving real stakeholder perspectives – for success in the future
No attention being paid to dropping old habits that are no longer relevant	The inclusion of unlearning, addressing of limiting assumptions, mind-sets, habitual patterns

Positive Leadership: The Changing Face of Leadership Development

Positive Leadership: Negotiation is Problem Solving

Negotiation is problem solving. The goal is not to get a deal; the goal is to get a good deal.

Four steps to achieving a successful negotiation: Assess, Prepare, Ask, Package. Women increase the chance of a success when a proposal is framed in terms of benefits to your counterparts, team, or organisation. Three questions to prepare women to enter a negotiation: Why are you asking? How are you asking? For whom are you asking?

Margaret Neale's research focuses primarily on negotiation and team performance. Her work has extended judgment and decision-making research from cognitive psychology to the field of negotiation. Neale was the Stanford Graduate School of Business John G. McCoy-Banc One Corporation Professor of Organisations and Dispute Resolution from 2000-2012. Trust Faculty Fellow in 2011-2012 and in 2000-2001.

For more, see: http://gender.stanford.edu/negotiation

Positive Leadership: Negotiation is Problem Solving

Positive Leadership: Don't Give Up, Don't Ever Give Up

The 1983 National Champions, the North Carolina State Wolfpack. were one of the great Cinderella stories in college basketball history. They were also coached by one of the greatest leaders of all time, Jim Valvano.

Jimmy V, as he was known, was a great basketball coach. He won a lot of games, including that 1983 championship. One of the greatest scenes from that title game was Jimmy running around after the game looking for people to hug. That 1983 team was led by Jimmy's "never give up" attitude. Without that attitude, NC State could never have slayed giants like Ralph Sampson, one of the best college players of all time and Virginia. They could not have beaten Phi Slamma Jamma and Houston, who were led by Hall of Famers Clyde Drexler and Akeem (later Hakeem) Olajuwon. Jimmy V really was an outstanding motivator and coach. But his success as a coach is not where his story ends.

Jimmy retired from coaching and went into broadcasting. He also did quite a bit of motivational speaking. His "never give up" attitude and stories from the 1983 run made from great speeches. In 1992, Jimmy V was diagnosed with bone cancer and that is where his story really begins. His "never give up" attitude was tested with cancer, but Jimmy refused to quit. But this was one opponent that Jimmy could not beat with his will. On April 28, 1993 Jimmy lost his battle.

During his battle with cancer, Jimmy became an inspiration to many. He fought through the pain, even though there were times he could not walk. Jimmy's most famous moment (even more famous than his 1983 championship) came just two months before he died at the 1993 ESPY Awards presented by ESPN. It was here that Jimmy was honoured with the Author Ashe Award for Courage for his courageous battle with cancer. It was a shock to many that Jimmy actually made it to the ceremony because he was so ill, but after being helped up on stage, his inspirational spirit, lovable personality and motivational words started something special. That night Jimmy announced that he was starting TheJimmy V Foundation for Cancer Research, which since its forming has raised more than $100 million for cancer research. The motto of the foundation is appropriately "Don't Give Up, Don't Ever Give Up." He said that this research may not save his life, but it may save his children s lives. As always, Jimmy was more concerned about others than himself.

Jimmy was a leader who made a tremendous difference in this world. He led with passion, charisma, and humour. He made everyone around him better. Jimmy said that every day you should laugh, cry and think. "If you laugh, you think and you cry, that's a full day. That's a heck of a day. You do that seven days a week, you're going to have something special."

Jimmy's life and death continue to inspire others to this day. Even in a documentary about his 1983 championship team, his personal fight stole the show. If you have never seen Jimmy's ESPY speech, we encourage you to watch it today. Remember that no matter what happens in your life, "Don't Give Up, Don't Ever Give Up!"

Positive Leadership: Don't Give Up, Don't Ever Give Up

Positive Leadership: Principles To Live By

L istening

E ncouragement

A uthenticity

D aring

E xpectancy

R espect

S ervice

H ope

I nspiration

P erseverance

Positive Leadership: Principles To Live By

Positive Leadership: Breaking Out of Your Comfort Zone

Douglas Conant is an introvert.

But when he took over as president and CEO of struggling Campbell Soup Co., he realised he had to break out of his comfort zone, get in front of his staff, and make some bold declarations from the get-go……

Campbell was in rough shape when Conant joined the company in January 2001. …Conant took a good long look at staff morale and didn't like what he saw.

"We had a toxic culture. People were understandably jaundiced with management," he said. "It was hard for me to imagine that we could inspire high performance with no employee engagement."….

To improve the culture in the workplace, Conant started at the top. He held weekly staff meetings and used a scorecard that evaluated each leader's performance. He created a leadership model that outlined expectations. The number one expectation was inspiring trust--and that meant managers had to have a certain level of both "competence and character," he said.

"You have to know what you're doing, and you have to do what you say you're going to do. Before you have the moral authority to lead your team, you have to inspire trust," he said. "Trust is the one thing that changes everything. In a high-trust culture, it's so much easier to get things done."…… How could we be a higher-ambition company if we didn't have higher-ambition leaders?"……

Many people weren't cut out for the job. In the first three years, 300 of the top 350 leaders at the company exited. Conant focused on making those who stayed and were committed to the mission feel good about their work. In fact, he went so far as to write 10 to 20 handwritten personal notes to employees at all levels of the organization each day to recognise those who were performing well. During his 10-year tenure as CEO, that added up to over 30,000 notes to his 20,000 employees. Conant started to feel a change in the work atmosphere……..

Conant established two performance metrics to measure progress, one based on economic value, measured by shareholder returns compared to competitor companies; and the other based on social value, measured by the Gallup Employee Engagement Index……

The company made steady progress in both areas. For the six years preceding July 2010, Campbell's cumulative total shareholder return was 64%, nearly five times the 13% return of the S&P 500. And by 2010, the Gallup Employee Engagement Index showed that for every 17 engaged employees, only one was disengaged, a ratio that exceeded Gallup's "world-class" benchmark of 12:1. More impressively, the engagement ratio for the top 350 leaders was an amazing 77:1…..

……And ultimately, Conant found that as CEO, taking centre stage and leading the efforts made all the difference. Perhaps just as importantly, he knew his company subscribed to what he preached.

"CEOs must lead from in front. And we have to behave our way to more credibility," said Conant, who retired from Campbell in 2011 and is now founding CEO of Conant Leadership. "It's not what you say, it's what you do."  

For the full article, see: http://hbswk.hbs.edu/item/7133.html

Positive Leadership: Breaking Out of Your Comfort Zone

Positive Leadership: Practice What You Preach

Leah Busque, founder and CEO of TaskRabbit, said that focusing only on larger end goals can be overwhelming. Instead, she focuses on each smaller step.

“I wake up every morning with a singular goal - to push my company as far as I can that day. My company is dedicated to solving a pretty huge problem, and it can be overwhelming to think of the magnitude of this vision. My approach is to choose specific and actionable items to complete each day to move us closer to these goals, and to encourage everyone on my team to do the same. This keeps us on track for accomplishing the big picture,” Busque says.

So, true to the mission of her company, she outsources everything that's not vital - laundry, grocery shopping, house cleaning - to free her up for the important stuff.

"Which brings me to my biggest productivity secret: I love what I do. Knowing TaskRabbit is poised to revolutionise work as we know it is like rocket fuel to me.”

Positive Leadership: Practice What You Preach

Positive Leadership: Have Passion For What You Do

Aaron Levie, founder of Box, said his passion and drive - and what ultimately keeps him going despite the long hours and obstacles along the way - are derived from finding answers to challenges that impact massive numbers of people every day.

“I'm motivated by solving problems. Sometimes these are problems we didn't even realise we had, or maybe they're problems we're well aware of, but haven't historically had the power to solve. And it's a never-ending thing, because the rate of change in the technology industry generates all-new challenges, as well as all-new opportunities to solve them,” Levie says.

When he started Box in 2005, he had a very simple problem in mind. Sharing content between people was absurdly difficult, and was often achieved by passing thumb drives back-and-forth, or sending files as email attachments. Levie decided to tackle this problem by making it incredibly easy for people to store and share information online.

"That's still the core of our mission today, but in the past seven years, the world has changed dramatically. The rise of post-PC devices - smartphones and tablets - is as transformative as the PC revolution was in the '80s and '90s. And in 2007, we realised that the information sharing challenges of enterprises were far more interesting than those of consumers, so we decided to address that, going up against some of the largest technology incumbents in the process."

“Every day we ask ourselves: how can we preserve the simplicity of sharing and collaboration for users, while meeting the highly complex needs of enterprises with hundreds of thousands of employees? It's a challenge that's constantly evolving, and it's an endless source of motivation for the entire crew at Box.”

Positive Leadership: Have Passion For What You Do

Positive Leadership: Do Something That Transcends Yourself

Shaherose Charania, co-founder of Women 2.0, says she is driven by doing impactful work that transcends herself. 

“Two things in my life always fuel my energy: helping others and innovating with technology. From a young age, through my parents’ teaching and the lessons of my faith, I have felt responsible to give back - to share my time, my energy, my knowledge. In fact, my faith tells me that ‘to save one life is as if to save the entirety of humankind.’ Early on I gained perspective by traveling to developing places and seeing my own relatives, my own people, living in ways starkly different from my own. I learned that whatever I could offer, even if it seemed simple, could create change - and by changing one life, perhaps in some way I could contribute something helpful to all of humankind,” Charania says.

“Technology shows me new ways to contribute and create change on a new scale. It helps illuminate ways of using faith, intellect, and innovation to help improve lives, even societies. Through Founder Labs and Women 2.0, I am able to offer what I have to others, enabling them to see and perhaps build new opportunities and to bring new companies and new solutions to the world. That privilege renews me, making me grateful and energised to move forward and face obstacles.”

Positive Leadership: Do Something That Transcends Yourself