Positive Leadership: 'Respect'

Positive Leadership: 'Respect'

Positive Leadership: Top 25 Ranking for our Blog

Positive Leadership: Top 25 Ranking for our Blog

Earning Respect

Respect is not something that is bestowed upon you.  Respect is earned.

If you have ever had to remind someone that you are in charge; if you have ever had to resort to using the words, "Because I said so;" or if you have ever wondered why your colleagues just aren't listening to you, you need to take a step back and ask yourself if you have worked to earn their respect.

Respect is the ultimate reward for your continued leadership efforts. If you can consistently demonstrate the following behaviours then you’re on the fast track to earning the respect you seek:

• Treat People As if They Are #1 - Leaders focus on making others feel as if they are a top priority.  That means putting down the blackberry, making eye contact and taking the time to really listen to your colleagues’ ideas and concerns.   When you can genuinely communicate in word and deed that you value others, you lay the foundation for a relationship built on trust and respect.
• Be Predictable - Leaders earn respect when they consistently bring calm to chaos, harness their emotions during stressful times, and bring perspective to challenging circumstances.  When you show others that you can be counted on time and time again, even when times are tough, others will look to you and rely on your positive example.
• Lead As You Are - Leaders recognise that life is not a popularity contest.   When you have the courage to be who you are – projecting your strengths, improving upon your weaknesses – then you inspire trust, confidence and respect.
• Demonstrate Integrity in All that You Do - Respected leaders are those who are able to tell you not what you want to hear, but what you need to hear. They are able to praise positive results, and also able to deliver bad news when it is needed. When you rely upon your integrity to communicate with honesty, compassion, sincerity and directness, you will earn the respect of others.

If you can work to improve upon these four behaviours, you will discover that earning respect will have a profound impact on your leadership abilities.

Earning Respect

Leaders Live Their Values (part 1)

Pure and simple, but not always easy to do - Leaders Live Their Values. That makes them authentic and credible. Unfortunately, some leaders do not walk the talk.

This is from the 1998 Annual Report of one company which failed the test - Enron. (See also - http://www.nytimes.com/2002/01/19/opinion/enron-s-vision-and-values-thing.html )

Leaders Live Their Values (part 1)

'Presence' is a Key Component of Leadership

One of the most important, yet often overlooked leadership competencies is one that many call ‘leadership presence’.

This looks different from leader to leader because everyone brings unique experiences and sense of self to the role.

However, regardless of individual influences, extraordinary leaders share four common practices that add up to an effective and commanding presence. They are clear on their purpose, they act authentically, they elicit respect and they act with confidence.

Effective leaders have a clear sense of purpose that also aligns with the organisational mission. This serves as their compass when tempted to deviate from the mission and purpose in order to please others. They also accept that in the process of holding to their purpose, they will have to make tough choices that can result in losses and casualties.

Authenticity has two parts: staying true to who you are as you lead others, and bringing forth those parts of yourself that influence others to follow you. Environmental forces will test your ability to stay true to who you are. Authenticity also involves encouraging others to follow you by playing up the parts of yourself they can most relate to and that meet the needs of a situation. In other words, you want to manage which face you put forward in a given group of people. This is not about acting in a fake way, but instead knowing about which parts of yourself serve you best and which to play down at any given time.

Leadership presence is magnified when respect is earned from colleagues at every level. When people don't take you seriously, they are not likely to follow your lead. Those with leadership presence have mastered the ability to deliver their message in a way that is in sync with their intentions and that ultimately elicits respect. Gathering feedback from those around you can be a great way to identify how you are perceived and help you determine how to best adjust your style so that you generate the respect and buy-in that great leaders are able to inspire.

Finally, individuals who possess real leadership presence portray an air of confidence. They manage any self-doubt behind the scenes so they can promote a face of certainty to others. If your confidence is lagging, consider how this ambiguity might affect people's comfort in following you. Finding a trusted confidant can provide you with an opportunity to sort through your concerns and avoid de-motivating the people you hope to lead.

By managing your leadership presence and making and implementing intentional choices about your style, you can keep others invested in your mission and inspire them to be engaged and productive contributors.

Leadership presence can be the foundation upon which leadership strategy and business strategy come closer together over time, creating leaders who are agile strategists, thinkers and implementers.

'Presence' is a Key Component of Leadership

Holidays!

As it is the summer, we thought we would share 10 of the many sound business reasons to go on holiday — in addition to the fact that you deserve it and are supposed to enjoy your life and have some fun…

1. Going on holiday shows you are competent at your job because you can manage and plan enough to free up some time in your schedule, and not leave a festering mess in your absence. Not being able to take a holiday for years shows that your work and your team are so out of control that you can’t even be gone for a week.

2. No one is impressed that you have not had a holiday. If you think your company, or your team appreciates your extra-work ethic, they don’t.

3. Your team is motivated from seeing that you support and allow people to have a life — as long as you don’t send them email every day! Set the expectation you will be generally out of touch. Arrange 1-2 check-in points if you can’t stand to let go entirely, but don’t just go somewhere else and keep working.

4. Your team gets more productive when you go away. You give them a break from worrying about all the things you throw in their way when they are trying to get their work done. After about 2 weeks they will miss you and need you again, but in the mean time their productivity will actually go up.

5. Being unavailable is an effective technique for developing people. It forces them to step up. Just be careful not to un-do everything they did in your absence just because it was different than the way you would have done it.

6. If something comes up in your work that you can’t avoid and you need to cancel your holiday, reschedule another one while you are cancelling. This will minimise resentment and disappointment, give you something to look forward to… and ensure you don’t go too long without a holiday.

7. You will be more productive at work, if you step away from it and give your back-of-mind processes a chance to chew on things while you are otherwise in a good (or at least different!) mood.

8. You will realise that some of the things that you thought were important before your holiday don’t actually need to get done after all. When you step away, the most strategic things re-assert themselves and all the clutter drops several notches in volume.

9. Your company prefers people who enjoy their life because they have more positive energy to bring to their work.

10. You need a break whether you know it or not!

Holidays!

How Can Leaders Build Followers?

Great leaders understand that people will not follow you just because you want them to, or because you say they must. Leaders create a following only by being the type of leader that people want to follow. So the question for aspiring leaders becomes, “How can I get people to want to follow me?”

If you’re a leader with this question on your mind, consider these things:

People follow leaders they trust.

No matter how good you may be at your job, regardless of your skills, knowledge or talent, you will not create a following without first being a person that people can come to know and trust. Character goes much farther than brains when attempting to recruit believers to your cause. People will quickly see through a charade if you are trying to be someone you’re not. Great leaders not only talk the talk, they walk the walk!

People follow leaders who care.

When you want to lead so others will follow, you have to care about them as individuals. When a person feels that he matters as a person, that his opinions are valued and his efforts appreciated, he is far more likely to respond in a positive manner. The more a leader or manager proves genuine interest and concern for his employees, the more loyal his believers and followers will become.

People follow leaders they can talk to.

It is impossible to make the kind of connection necessary for strong leadership support if your followers can’t approach you. You must be available and open to discussion, ready to listen sincerely, and willing to acknowledge valuable input and suggestions. This consistency will help build trust and increase the confidence of your team.

People follow leaders they admire.

The most important trait that others will see and value is a leader’s sense of commitment. A great leader must be ready to give everything he has for the cause he believes in. If a leader cannot demonstrate his own true dedication to the company goals and objectives, how can he expect others to follow along?

People follow leaders they respect.

Respect never comes automatically with position or title, it must be earned. Initially, people may follow along with a leader because he is the person in charge, but ultimately they will follow a leader whom they respect. Being able to do the job well increases a leader’s credibility. It is when things get tough and a leader must stand up to his commitments, that he will develop a following of individuals who respect him and his competence.

All of the above actions are built on the principles of influence, not position. 

Everything a leader does, and everything he says plays a critical role in the way he ultimately influences those around him. It is this influence that builds the trust, confidence and loyalty that every good leader strives for. 

How Can Leaders Build Followers?

Uncommon - A Different Way of Leading

Super Bowl winning coach and #1 New York Times best-selling author Tony Dungy has had an unusual opportunity to reflect on what it takes to achieve significance. He is looked to by many as the epitome of the success and significance that is highly valued in our culture. He also works every day with young men who are trying to achieve significance through football and all that goes with a professional athletic career—such as money, power, and celebrity. He is the author of Uncommon: Finding Your Path to Significance.

Uncommon - A Different Way of Leading

Signs of a Positive Leader

So how do we know when we're following a true leader? Well, that's something we all have to decide for ourselves. But we have some ideas about what it takes to excel - as an expert and as a leader. So here's our list:

1. Positive, no Matter What.  Leaders don't jump on the easy bandwagon of negativity. A true leader is determined to find the positive, no matter how ugly things appear. They hold fast to their positive vision - tirelessly seeking the best outcome for all. Anyone can throw in the towel and succumb to negative, woe-is-me, finger-pointing thinking. Leaders rise above the negative path - finding positive aspects in any situation to help their followers find a better way to live and grow.

2. Problem Solving. When there are issues, leaders focus on solving them in the most expedient way possible. They don't start a witch hunt to find out who caused the problem. That won't solve anything. Leaders roll up their sleeves and dive into problem solving mode. They inspire others to do the same - leveraging expertise and a positive focus to solve the issue and move on.

3. The Guts to Be a Winner. Those with true expertise usually also have the guts to spit in the face of a business storm and come out a winner. They don't collapse under the weight of negative commentary, shudder when the naysayers gather like a pack of wolves. They stand up and come out fighting with every positive aspect in their bones. Their inspiration teaches all of us how to be winners in the face of the negative storms that are bound to hit us.

4. Thoughtful Commentary. Leaders don't run around pointing to others saying things like 'just look at that awful product, look at how stupid those other companies are'. No way. Leaders are thoughtful and constructive with every word that comes from their mouths. Our words are one of the most powerful things we own. Leaders know that, and are thoughtful with their words. When they comment - it's always in the spirit of positive, helpful and supportive advice or wisdom. Even when they point out an issue - they follow it with a recommendation for how that issue can become a  strength. Their words are always used to inspire and lift their followers.

5. Consistency and Integrity. Leaders value their own integrity above all else. They refuse to sacrifice that integrity no matter how large their potential gain. Leaders have consistent, fair and well-founded opinions. Yes, those opinions will evolve - they must to avoid getting stuck in the status quo.   But when they do evolve, leaders will share the logic and reasoning behind that evolution. Then they'll be consistent with that evolved opinion. Leaders don't flop back and forth like a poor fish out of water, seeking a ride on the most popular tide.

6. Placing others before themselves. Leaders know that the 'good of the many outweighs the good of the few, or the one.' They place the good of their followers above themselves, their fame, their fortunes. Great leaders are servants - placing the value they provide above all else.

7. No Chest Thumping. Leaders quickly let us all know they are just like the rest of us. Leaders do everything they can to make others feel special because they are focused on lifting their followers - not themselves.

8. Thumper Rules! Leaders follow Thumpers' lead:  'If you can't say something nice, then don't say anything at all'!

For more on how we can help you develop as a Positive Leader, please contact: graham.watson@positiveleadership.co.uk 

Signs of a Positive Leader

Influence and Respect

Influence and Respect are values of Positive Leadership.

‘Leadership is influence.’ John Maxwell

‘Respect a man, and he will do all the more.’ John Wooden

Here are some reference materials which speaks to this value:

Influence and Respect

Respect

Respect

Presence v Charisma in a Leader

Where the charismatic leader attracts attention to himself or herself, the leader with presence stays focused on the moment, and on what needs to be done. Presence isn't about the person but about being present for the problem that needs to be solved.

The leader with presence is like the actor. His immersion in the urgency of what is brings others in; it compels them into sharing his agenda. There's none of the manipulation involved in charisma, for what matters is the situation and the leader's ability to become infused with it, to own it, to make it a matter of utmost concern. 

Where charisma ends in adulation, presence leads to action. The lesson is that when we become besotted with charismatic people, we should beware. Far better to look in a leader for those Mandela-like qualities of presence, to believe that the person you're beholding is there to get something done because it's more important than he is. 

Presence v Charisma in a Leader

Top Obama Aide Reflects on Her Life and Leadership

'Riding down Embarcadero Road Thursday, Valerie Jarrett said she got butterflies in her stomach.

Jarrett, a 1978 Stanford graduate, senior White House advisor and longtime friend of Michelle and Barack Obama, said her return to campus this week to deliver a lecture recalled memories of her very first approach to the university as an entering freshman in 1974.

In a 45-minute talk in which she reflected on leadership and her personal experiences, Jarrett urged Stanford students to take chances, get outside their comfort zones and to commit themselves, in some fashion, to public service.

"You can really be an expert in your field and an extraordinary scholar, but it's credibility, authenticity and the ability to motivate people to work together for a common goal ... that is the mark of true leadership," she said.

"Trust, respect and credibility have to be earned every single day. Good leaders never rest on their laurels."

Jarrett said her early childhood as a light-skinned African-American growing up in an international community in Shiraz, Iran, "laid a kind of blueprint for me in my world view."

"Everybody around me was different, but we were working in one community.

"I saw how people are just the same the world over. And I also developed an appreciation for the United States and the freedoms and liberties we have here."

Jarrett said her father, an African-American physician, had moved the family to Iran to seek opportunities that were denied him in segregation-era America.

The family returned to the United States and enrolled Jarrett in a Chicago public school, where she began to grasp the reality of segregation and racism.

Citing her own father, Jarrett said ordinary people have opportunities to be leaders, even when they don't necessarily know it.

As a young, black medical resident, Jarrett's father had been told he could not live in the dormitory adjacent to the hospital and was not to enter the hospital by the front door.

Annoyed with the instructions, he decided to ignore them and go through the front door anyway. On the second morning, the hospital's orderlies and assistants were standing on the front steps waiting for him, and they all walked in together.

"He just got frustrated and angry, and others followed him," Jarrett said. "Just by taking chances and doing what you know is right, sometimes others will follow."

After Stanford, law school at the University of Michigan, and some years with a large law firm, Jarrett left law practice and "took a leap" to work for Harold Washington, the first African-American mayor of Chicago.

While in city government, she interviewed a fellow law-firm refugee, Michelle Robinson, to come join her.

"Michelle was engaged to this wonderful fellow, Barack Obama," Jarrett recalled. "I got to know her and her husband and we've had the great good fortune of being good friends."

Jarrett left her job as CEO of a large real estate development and management company to hit the campaign trail for Obama, taking what she said seemed at the time like another "leap of faith" (that a black man could be elected president).

"If we'd believed what everyone told us when he was down 30 points in the polls, we wouldn't have tried," she said.

"It's an enormous privilege to serve this great country," she said. "It's been an extraordinary 14 months.

"In the campaign he always said, 'It's time for change. It's going to be really hard, but we're going to do it together.'

"People sometimes forget the last part of the sentence, that it's going to be really, really hard. We've made an immense difference, and we still have an enormous way to go."

Jarrett spoke to the Stanford community in a mostly-full Memorial Auditorium in the annual St. Clair Drake Memorial Lecture. Drake, a sociologist who launched Stanford's African-American Studies Department in 1973, died in 1990.

Jarrett said Drake had been one of her favorite professors.

"He was a scholar, a magnificent researcher, engaging and also transformative," she said. "He took his research and he led, and improved the way African-Americans were perceived by his example.

"The kind of energy and enthusiasm he had -- it's hard to express to you how deeply he changed my life." '

From - http://www.paloaltoonline.com/news/show_story.php?id=15995

Top Obama Aide Reflects on Her Life and Leadership

Are You a CEO of Something?

This New York Times interview with Mark Pincus, founder and chief executive of Zynga, a provider of online social games, shows how a collaborative leadership style makes an impact:

'Q. What are the most important leadership lessons you’ve learned?

A. If I was going all the way back, it would be playing on my school’s soccer team, because we were on the same team together, most of us for eight or nine years, and we were at a really little school in Chicago that had no chance of really fielding any great athletes. But we ended up doing really well as a team, and we made it to the state quarterfinals, and it was all because of teamwork.

And the one thing I learned from that was that I actually could tell what someone would be like in business, based on how they played on the soccer field.

So even today when I play in Sunday-morning soccer games, I can literally spot the people who’d probably be good managers and good people to hire.

Q. Based on what?

A. One is reliability, the sense that they’re not going to let the team down, that they’re going to hold up their end of the bargain. And in soccer, especially if you play seven on seven, it’s more about whether you have seven guys or women who can pull their own weight rather than whether you have any stars.

So I’d rather be on a team that has no bad people than a team with stars. There are certain people who you just know are not going to make a mistake, even if the other guy’s faster than them, or whatever. They’re just reliable.

And are you a playmaker? There are people who don’t want to screw up, and so they just pass the ball right away. Then there are the ones who have this kind of intelligence, and they can make these great plays. These people seem to have high emotional intelligence. It’s not that they’re a star player, but they have decent skills, and they will get you the ball and then be where you’d expect to put it back to them. It’s like their head is really in the game.

Q. How has your leadership style evolved, given your experience running several companies?

A. You can manage 50 people through the strength of your personality and lack of sleep. You can touch them all in a week and make sure they’re all pointed in the right direction. By 150, it’s clear that that’s not going to scale, and you’ve got to find some way to keep everybody going in productive directions when you’re not in the room. And that, to me, is a huge amount of what it means to manage.....

Q. So give me an example of what you did to change that.

A. I’d turn people into C.E.O.’s. One thing I did at my second company was to put white sticky sheets on the wall, and I put everyone’s name on one of the sheets, and I said, “By the end of the week, everybody needs to write what you’re C.E.O. of, and it needs to be something really meaningful.” And that way, everyone knows who’s C.E.O. of what and they know whom to ask instead of me. And it was really effective. People liked it. And there was nowhere to hide.

.....I keep my eye out for someone who has achieved a lot, so they’ve been a great athlete or on a great team, but then something didn’t go quite right, and they’re still very hungry and want to be C.E.O. of something. I like to bet on people, especially those who have taken risks and failed in some way, because they have more real-world experience. And they’re humble.

I also like to hire people into one position below where they ought to be, because only a certain kind of person will do that — somebody who is pretty humble and somebody who’s very confident.
This is another thing I really, really value: being a true meritocracy. The only way people will have the trust to give their all to their job is if they feel like their contribution is recognised and valued. And if they see somebody else higher above them just because of a good résumé, or they see somebody else promoted who they don’t think deserves it, you’re done.
My approach is that you have to earn the respect of people you work with.'

For the full interview, see - http://www.nytimes.com/2010/01/31/business/31corner.html?pagewanted=1&ref=business

Are You a CEO of Something?

The Best of Us

The objective of the IOCs 2007/8 promotional campaign was to communicate the key Olympic values of Excellence, Friendship and Respect to a global youth audience. These are also Positive Leadership values.

The Best of Us

Treating People with Respect

In this New York Times interview, Gordon M. Bethune, the former chief executive of Continental Airlines, says that “being good at your job is predicated pretty much on how the people working for you feel.” :

'Q. What are the most important leadership lessons you’ve learned?

A. I was a mechanic in the Navy. And mechanics in the Navy are like mechanics in airlines. You may have more stripes than I do, but you don’t know how to fix the airplane. You want me to fix it? You know how much faster I could fix the airplane when I wanted to, than when I didn’t want to? So I’ve always felt that if you treat me with respect, I’ll do more for you.
As I went up the ladder in the Navy, I never forgot what it’s like to be down the ladder, and that being good at your job is predicated pretty much on how the people working for you feel.

Here’s my theory: Let’s say we’re all midlevel managers, and one V.P. slot is going to open up. I’ve got 10 guys working for me, and for the last five years, every time I got any recognition, I said, “Bring them on the stage with me.” Who do you think is going to get the job? I’m going to get the job.

Q. How did you put together the team back in the early 1990s to turn around Continental Airlines?

A. I hired the best people. The sickest patients need the best doctors, so you can’t skimp on this stuff. I took the 20 top guys and I said: “I’ll create a bonus plan so that if we hit these numbers, I get paid and you get paid. And either all of us are going to get paid, or nobody’s getting paid.” And I never missed.'

For the full interview, see - http://www.nytimes.com/2010/01/03/business/03corner.html?ref=business

Treating People with Respect

Who Would You Rather Follow?

Admired for her beauty, Jennie Jerome (Winston Churchill's mother) glided through the loftiest social circles. Once, on consecutive nights, she dined with Britain's premier politicians: Prime Minister Benjamin Disraeli and his chief rival, William Gladstone. When questioned about her impressions of the two men, Ms. Jerome made the following observation:

"When I left the dining room after sitting next to Gladstone, I thought he was the cleverest man in England. But when I sat next to Disraeli I left feeling that I was the cleverest woman."

Perhaps you know leaders like Gladstone—confident individuals who exude wit, intelligence, and charisma. Whenever you're around them, you cannot help but notice their charm…because they make every effort to parade their brilliance in front of you. However, you would most likely prefer to follow someone like Disraeli, a leader who would rather draw out the best in you than strut his or her personal greatness.

In relationships, be impressed with others instead of trying to make an impression. Throttle back on the urge to make your presence felt, and instead look for ways to esteem those around you. By expressing genuine interest in the people in your life, you'll win friends and gain favour.

Who Would You Rather Follow?

Derek Jeter - Sports Illustrated's 2009 Sportsman of the Year

Even if you know little about the sport of baseball, this story is well worth reading for many reasons:

'Derek Jeter of the New York Yankees captained the U.S. team in the 2009 World Baseball Classic, after which MLB commissioner Bud Selig sent him a letter of thanks in which he called him "Major League Baseball's foremost champion and ambassador."

"You embody all the best of Major League Baseball," Selig wrote in the March 30 letter. "As I mentioned to you in our recent telephone conversation, you have represented the sport magnificently throughout your Hall of Fame career. On and off the field, you are a man of great integrity, and you have my admiration."

For those achievements, but most especially for the principled, selfless manner in which he earned them, Jeter is SPORTS ILLUSTRATED's 2009 Sportsman of the Year. He is the first Yankee to win the award in its 56-year history and only the third baseball player in the past 34 years to win the award alone, joining Orel Hershiser (1988) and Cal Ripken Jr. (1995).

Jeter is an anachronism if you believe that manners and humility, the pillars of sportsmanship, are losing ground in an increasingly stat-obsessed, self-absorbed sporting culture in which the simple act of making a tackle, dunking a basketball or getting a base hit calls for some burlesque act of celebration, a marking of territory for individual purpose. Jeter is the unadorned star, and not only in the literal sense in that he is free of tattoos, piercings, cussing, posses and the other clichés of the big-time-jock starter kit. The actress Kim Basinger once captured the essence of Jeter as well as any scout, telling SI in 1999, "He's a hunk, and I don't even like that word. Women like guys who have a big presence but sort of play it down. It's very appealing."

Such uncalculating humility, alloyed to his formidable skills, is the same attribute that makes Jeter so appealing to teammates and foes alike.

Jeter's rare gift as a superstar athlete is that he doesn't so much inspire awe as he engenders comfort. To be around Jeter is to truly believe that things are going to turn out well, whether you are a fan who still wants to believe in the inspirational quality of sports and the people who play them, or a Yankee who wants to believe there is some way back from three runs down, five outs from elimination, against Pedro Martinez in his prime.

"Everything he does has such a grace about it," Oakland A's general manager Billy Beane says. "Even now, this last postseason, people would say to me, 'You must be rooting against the Yankees.' But you know, maybe because of Jeter, the Yankees know how to win. It's not an act. The Yankees' brand name in this era is that it is Jeter's era. It's similar to what DiMaggio was in his era."

Eight years ago, to his recollection, Beane watched Jeter run out a routine ground ball to shortstop in the late innings of a routine game in which the Athletics were beating the Yankees. Jeter ran down the first base line in 4.1 seconds, a time only possible with an all-out effort. Beane was so impressed by the sprint that he ordered his staff to show the video of that play to all of the organisation's players in spring training the following year.

"Here you have one of the best players in the game," Beane says, "who already had made his money and had his four championships by then, and he's down three runs in the seventh inning running like that. It was a way of showing our guys, 'You think you're running hard, until you see a champion and a Hall of Famer run.' It wasn't that our guys were dogging it, but this is different. If Derek Jeter can run all out all the time, everybody else better personally ask themselves why they can't."

Told the story, Jeter says, "It makes you feel good whenever anybody appreciates how you do things. My whole thing is, you're only playing for three hours a day. The least you can do is play hard. You have what, four or five at bats? O.K., it's not difficult to run, to give it a hundred percent. It's effort. You don't have to have talent for effort."

The idea of Jeter as a template stretches beyond 90 feet. He is a role model not only for how to play baseball but also for how to remain atop the wobbly pedestal of fame. '

For more, see - http://sportsillustrated.cnn.com/vault/article/magazine/MAG1163403/index.htm

Derek Jeter - Sports Illustrated's 2009 Sportsman of the Year

Passion Matters

People running organisations often make a distinction between management and leadership - the former being mathematical and scientific; the latter being more artful and magical. While management can conjure compliance in a work force, it takes real leadership to drum up passion and enthusiasm. Sheryl Sandberg, COO of Facebook, does not claim to have all of the answers to effective leadership, but she believes trust and respect are necessities. Real vision needs purpose to elicit that kind of passion, and it must be able to transcend into the foreseeable future.

Passion Matters

Respect

An important lesson to learn in business is to treat everyone with respect. The business world is a small world, and one is likely to interact with the same people many times. It is very important to be respectful of those senior and junior to you. Take a listen to this story from The Stanford Technology Ventures Program  Entrepreneurship Corner:

Respect