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LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.

Tuesday, August 16, 2011

Positive Leadership: Replacing Fear With Faith


David Gergen is a senior political analyst for CNN and has been an adviser to four presidents. He is a professor of public service and director of the Center for Public Leadership at Harvard University's Kennedy School of Government.  He wrote this for CNN Opinion last week:

‘Before returning to the States this weekend, I and others in my family spent enthralled hours at the Churchill War Rooms in London, along with the new museum in his honour next door. Now, there was a leader! There was a man whose example shouts out to us now in our hour of trouble.

On both sides of the Atlantic, the turmoil of this past week has sparked cries for those in political power to step up and for God's sake, lead. Fears are spreading across Europe as well as the U.S. that not only are our economies teetering but our politicians are ineffectual.

In their summit a short while ago, leaders of European democracies promised they had fixed the problems of their weakest player, Greece. Instead, their solution was so timid that fears of default have spread to Italy and Spain, the third and fourth largest economies in the euro zone. In the U.S., President Obama and Congressional leaders assured us that their budget deal would put us on a safe path. Instead, markets plunged and Standard & Poors stripped our county of its AAA credit rating for the first time ever.

It's not that you don't have the economic capacity to pay your bills, said S&P; we're just not sure you have the political capacity to pay them. One can well object to the decision, as the White House has, but the damage is done in international eyes. Gloom is thick across the waters.

Winston Churchill would have rejected this pessimism in an instant. He was offered the prime ministership in May 1940 when Hitler had marched across much of Europe and chased British troops off the mainland. Many of Britain's older political leaders were so despondent they wanted to capitulate to Hitler and had signed a peace treaty.

Churchill rallied younger ministers, turned around the cabinet, and inspired his people to fight to the end. He had few weapons but, as it was said, he mobilised the English language and sent it into battle. What we would give for leaders today who are as defiant in the face of trouble.

Churchill also understood the importance of banishing fear and steadying a country. The war rooms are the fortification where he, his ministers, military advisers and secretaries worked below ground, as German bombs rained down on London streets. In taped interviews, those who had duties there spoke of cramped quarters, short rations, long hours and claustrophobia -- but to a person, they dismissed that as nothing. Churchill drove them hard and could be overbearing, but they loved him for his courage and resolve. (Stiff upper lips, chaps!)

On several walls hang posters from those days: "Keep Calm & Carry On." That is very much the spirit that leaders of today need to instil in peoples across the Atlantic. They must replace fear with faith in the future.

In Europe and especially in the U.S., the public is disgusted with politics because their leaders squabble like kids in a sandbox. Churchill lived in a day when there were bitter fights too. But upon taking the reins, he immediately formed a coalition government.

We must not let our arguments over the past dominate the present, Churchill said, or we will lose the future. There in the war cabinet room, one sees chairs reserved for Labour as well as Conservative ministers -- coming together, they could stop Hitler. Isn't that a lesson for us today, too?

Finally, Churchill understood the importance of a leader raising a banner, setting clear goals and marching out in front -- especially in a crisis. None of his advisers would have ever said he "leads from behind;" that was inconceivable. Nor would he, as the European Central Bank has just done, have ever said that his approach to a problem was one of "constructive ambiguity." Who can take confidence in that?

Churchill had his flaws -- he was human. But his leadership turned Britain's darkest hour into its finest hour. Can our American and European leaders please schedule their next meeting in his war rooms?’

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Monday, August 15, 2011

Positive Leadership: Resilience


Spending most of his career out of the spotlight, Keegan Bradley won his first major championship on Sunday as a rookie on the PGA tour. At just 25 years old, Bradley wowed viewers with a resilience and grace under pressure that led him to the sweet victory everyone is buzzing about. With such a startling win after quite the nail-biter, people can’t help but ask: who is this chap?

Make people ask the same question about you as a new business leader.

It’s easy for a brand new business leader to fly under the radar instead of really being noticed. Avoid a run-of-the-mill reputation and wow people with your leadership.

What are some ways you can exceed your follower’s expectations?

How can you achieve your first victory as a new business leader?

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Wednesday, August 10, 2011

Positive Leadership: Immortal Advice

In his last interview, the legendary coach John Wooden gives former NBA basketball player Juaquin Hawkins (http://en.wikipedia.org/wiki/Juaquin_Hawkins) some simple advice: open your heart.

http://www.nbc.com/breakthrough-with-tony-robbins/video/coach-wooden-immortal-advice/1244468/
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Tuesday, August 09, 2011

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'In an unknown territory look for a compass not a map.'

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Sunday, August 07, 2011

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Saturday, August 06, 2011

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Friday, August 05, 2011

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Thursday, August 04, 2011

Positive Leadership: Success


If you think you are beaten, you are
If you think that you dare not, you don't
If you'd like to win, but you think you can't
It's almost certain you won't.

If you think you'll lose, you've lost
For out in the world you'll find
Success begins with a fellow's will
It's all in the state of mind.

Life's battles don't always go
To the stronger or faster man
But sooner or later the man who wins
Is the man who thinks he can.


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Wednesday, August 03, 2011

Positive Leadership: Winning






















Positive Leadership director, Gavin Hastings, endorses the Bioflow Sport wristband, worn by recent Irish Open golf championship winner, Simon Dyson - for more, see: www.bioflowsport.com
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Tuesday, August 02, 2011

Positive Leadership: Staying on Track


Ensure you stay on track by asking yourself the following questions at the beginning of every month.

What are my top three priorities this month?  Your monthly priorities may include completing a work assignment, starting a home-improvement project or spending some quality time with your family or friends.  Whatever the case, identify your three most important priorities for the month.

What must I accomplish to ensure that my priorities are met?  Once you have identified your most important priorities, look at your calendar and discern what you need to do to accomplish them.  If spending quality time with your family this month is at the top of your list, there may be several small work assignments that you need to get done ahead of time to ensure your family gets your full attention during your time off.  Or, if you have a large work project due at the end of the month, assign yourself incremental deadlines throughout the month to ensure you stay on track.

What are the obstacles that I may encounter?  Take a hard look at your monthly calendar and seek out those things that may throw you off track.  Are two of your priorities competing for your attention this month?  Is it likely that your boss will have last-minute demands?  Attempt to anticipate likely obstacles whenever possible.

How will I handle those obstacles?  Decide now what actions you will take to surmount anticipated obstacles.  If you have two competing priorities such as the completion of a work project and a much anticipated family vacation, decide now how to best allocate your time.  Perhaps that means working the first two weekends of the month to ensure a stress-free, family focused holiday.  Plan ahead for likely last-minute demands on your time.

Where is the “me time”?   As leaders and as human-beings, we are constantly looking out for the needs of others.   However, in order to rejuvenate and refresh, you should ensure that you set aside at least a few hours every month for yourself.  Whether it is a free Saturday afternoon to spend with a favourite book or week-night ceramics class just for fun, make sure that you have some monthly “me time” on your calendar.

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Monday, August 01, 2011

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Sunday, July 31, 2011

Positive Leadership: Leading With The Heart


We think a leader ultimately has to lead with the heart, lead by example and lead with passion. Many people can have the strategy.  They can explain things.  A lot of people have the analytical skills, but fundamentally we think great leadership means that the people who you’re leading ‘feel you’, and sometimes you don’t even need to say a lot of words. And the way they feel you is they know that you care, that you believe in what you say.  You have the passion and you live by it.

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Saturday, July 30, 2011

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Friday, July 29, 2011

Positive Leadership: Five Essentials of Leadership Communication


Beware of the "say/do" gap. This is all about credibility, which boils down to trust — one of the most potent, precious and fragile elements of leadership. If your actions don't align with your words, there's trouble. And it can turn into big trouble if you don't recognise and correct it swiftly and genuinely. It is often difficult to see the say/do gap in yourself, so rely on a few trusted colleagues to tell it to you straight and flag discrepancies. Of course, you have to be prepared to hear the feedback and address issues — which isn't always easy. Rule of thumb: it's better to say nothing or delay your communication until you're certain that your actions will ring true.

Take the complex and make it simple. Being complex does not make you smart. There is power in clarity and simplicity. People are already suffering from information overload, and your job is to distil complex thoughts and strategies into simple terms that your employees can relate to. The more memorable, the better. If you're having trouble distilling something to its essence, it's a sign that you may not have a clear understanding of it. That makes it impossible for you to communicate it to others effectively. Leaders find it easy to get mired in technical jargon and business-speak. Beware of this trap. Just say what you mean.

Don't fake it. Find your own voice. Use language that's distinctly your own. Let your values come through in your communication. Forget about eloquence — worry about being real. People want real. People respect real. People follow real. Don't disguise who you are. People will never willingly follow a fake.

Be visible. Are you visible to the people who matter most — those who will help you achieve organisational goals? Visibility is about letting your key stakeholders get a feel for who you are and what you care about. Today, it's easy to hide behind a computer and transmit messages to others without seeing or interacting with them. Although e-communication serves a valuable purpose, it is no substitute for face-to-face communication. Show your people that you care about them and their work.

Listen with your eyes as well as your ears. Stop, look and listen. Remember that effective communication is two-way. Good leaders know how to ask good questions, and then listen with both their eyes and ears. It's easy to be so focused on getting your message out — or persuading others — that you don't tune in to what you see and hear. Because you're in a position of authority, you won't always get direct feedback. You need to read between the lines. Listen and hear what is coming back at you. Look for the nonverbal cues. Sometimes a person's body language will tell you everything you need to know.

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Thursday, July 28, 2011

Positive Leadership: High Potentials


Today’s organisations find it challenging to locate and put in place a new generation of leadership that is both proactive and pragmatic. 

Disproportionately this new generation of leaders will come from the pool of people within an organisation, often referred to as, “high potentials.” But there’s the rub. By what criteria do we decide whether somebody is a high potential suited for a leadership position?

Face it, not everyone is a high-potential. Some have reached their potential and others are quite comfortable where they are. They are good, if not great, performers who are satisfied with their accomplishments and focused on doing what they do best.

So what are the criteria by which you evaluate whether someone can be a high-potential leader?

Here are five suggested criteria:

1. Knowledge
They know their business. Simply put, high-potential leaders are those individuals who have displayed a certain amount of accumulated expertise. This expertise may be technical or it may be based in networks, but it’s invaluable for an organisation. More importantly, they understand how their activities, their sector, and their realm of knowledge, is related to the wider organisational agenda.

2. Reputation
They have legitimacy in the eyes of others. Others in the organisation must appreciate the relevance of the knowledge base that a high-potential possesses. It’s a simple reality that having expertise or a skill base isn’t enough to make one a high-potential leader. High-potential leaders must also have the ability to garner the professional respect of others.

3. Ambition
They have a strong career mindset. We want our high potentials to be ambitious—but we want them to be ambitious in a very focused way. And the best way to get a sense of their ambition is to evaluate their commitment to their career progression. High potentials need to be committed to accumulating new responsibilities, new successes, acquiring additional knowledge, and, for better or worse, achieving additional recognition.

4. Partnering
They understand the importance of working with others. While a strong career mindset is important, high-potentials must also have a deep appreciation of partnership. A high-potential leader’s partnering ability shouldn’t be a politically correct exercise, but rather a pragmatic, tactical skill that will allow them to make better, more informed decisions. Lone-rangers and lone-wolves may be creative and ambitious, but they may not be suitable for the next leadership rung in the organisational ladder. 

5. Courage
They are bounded risk takers. High-potential leaders must understand that no matter how good they think a decision may be—they are making it under conditions of uncertainty. No matter how much information you have, no matter how many cost-benefit analyses you have done, no matter how many market surveys you have completed, a high-potential leader will know all information is limited. They’ll know that some decisions are inevitable, but they’ll also have the courage to take risks.

Identifying high-potential leaders requires an appreciation of what it is we want from our leaders. We want our leaders to know their business, and therefore knowledge is critical. We want others to accept their expertise, and therefore reputation is critical. We want them to be personally driven, and therefore ambition is essential. We want them to understand that nothing can be done alone, and therefore partnering is critical. And finally, we want them to know that nothing is guaranteed, and therefore courage is fundamental.

These five criteria, when identified appropriately—be it through skill matrixes, interviews, delineated questionnaires or peer review–will go a long way toward identifying high-potential leaders.

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Wednesday, July 27, 2011

Positive Leadership: Are You Really Connected or Just Linked?


Six Steps to More Powerful Conversations:

- Become genuinely interested in other people.
- Use other people’s names when you talk to them.
- Be a good listener, encouraging others to talk about themselves.
- Ask others about their interests, rather than talking about your own.
- Make others feel important – and do so sincerely.
- Smile often.




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Tuesday, July 26, 2011

Positive Leadership: Your Most Important 'Relationship'


The relationships we have with family and friends are generally the ones we value the most. They are an important part of the life of each of us. However, there is one relationship that is even more important, that governs all the others – and that is the relationship you have with yourself.

Every day of your life you send yourself thousands of mental messages that determine how you evaluate your own worth. The evaluation you make of your worth is what determines your level of self-esteem. Of course, the messages we receive from our family, friends, colleagues and others affect our self-esteem, too. But they send only a tiny fraction of the number of messages you do, so they don’t have the same opportunity to affect you. Besides, if you are continually sending yourself negative, devaluing appraisals, you will drown out the other messages, no matter how positive they might be. 

It is very important that you, yourself, become the source of these positive messages, or affirmations as they are sometimes called. When you take control of this process, the leverage you will gain from your “inside” position will make tremendous personal growth possible.

Unfortunately, many people spend much more time focusing on their faults and mistakes than they do on their strengths and successes. However, a positive focus can be learned. 

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Monday, July 25, 2011

Positive Leadership: "What Have I Become Used To?"


It has been said that people can get used to almost anything. We believe this to be true, especially if it happens gradually over time. When you get used to things being a certain way, you develop what we call a “comfort zone,” which is pretty much just what it sounds like. Adaptability can be a good thing, but not always.

If you are used to cleaning up your house every day because you like things neat and tidy, you will be uncomfortable when the sink is full of dishes. You will experience tension until you restore order.
On the other hand, if you are used to a pile of dirty dishes in the sink, it won’t bother you at all – unless, of course, you are expecting company. Then, the things you’ve become used to and comfortable with may suddenly become very un-comfortable. “That’s OK for me,” you may think, “but I don’t want my company to see it like that!”
People who go on crash diets before a big event, or clean out their car before they pick up the boss are doing the same sort of thing. But think about it – aren’t you worth the same considerations as your company? Don’t you deserve to live by the same high standards that you adopt to impress others?

Take a look at your life. What have you become used to over time that you never really meant to happen

If you want to change your comfort zone for the better and raise your internal standards, correct use of affirmations and imagery can be a great help. Tell the people close to you what you are trying to do, and stick with it. You can get used to excellence, too!

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Friday, July 22, 2011

Positive Leadership: Are You Focusing on the Wrong Part of Your Business?


It is now more than three years since the economy took a nosedive. For most small businesses, this has been even more challenging than previous recessions because we have also had to deal with the real estate collapse, a credit crisis and changes in the marketplace brought on by the Internet and other forces. Not an easy time. And there is not much evidence of a bounce back coming soon. Perhaps it is time to reassess.

First of all, Einstein had it wrong. Not his theory of relativity. That seems to be holding up quite well. But he’s also the man who said that the definition of insanity was doing the same thing over and over again and expecting different results. Too often, that’s really the definition of small business.

Doing the same thing over and over and expecting different results is not necessarily insane; conditions change and business is not a perfect science. That said, this is the way a lot of small-business owners tend to operate. Whether it is continuing to hire the wrong people because of a bad hiring protocol, sticking with the same marketing plan even though it isn’t working or thinking we are going to become more profitable by under-pricing our competition, many business owners stick to what they have become comfortable doing and hope it will start producing better results. Why? No doubt it has something to do with the perseverance and optimism that got us into this in the first place. No doubt it has something to do with our willingness to work hard. But sometimes working smart is more important than working hard.

Small business owners need to go where the money is, instead of doing business as usual. That’s because there is no such thing anymore as ‘business as usual’.

So, perhaps you need to spend more time on new opportunities and what’s working and less time trying to push things that are stuck. We talk to business owners all of the time, and we frequently hear comments like “we are holding our own” or “things are slowly getting better.” Most people we know are not making expansion plans. Avoiding risk is the new black. It has been a very sobering and scary three years.

And that’s way it is tempting to stay with a bunker mentality, especially if you follow the economic news. Every day, it seems, there is another crisis. But if your business is stable, and your debt is under control, and you can afford to take some calculated risks, this might be the time to get out of the bunker and try to get ahead of the pack.

Now might be the time to plant new seeds for future crops. Carefully.

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Thursday, July 21, 2011

Positive Leadership: Adversity is an Opportunity


NVIDIA Co-founder and CEO Jensen Huang reports that most of his time on the job is spent brainstorming with managers and leaders and helping them brainstorm through tasks and opportunities. He believes it is essential to train talent to effectively control a different product line, a new geography, or even to take his place. 

Succession planning of a closed set of hand-picked individuals is a toxic process, says Huang. Instead it's best to treat all employees as a next generation of leaders to build a better environment and long term stability.

He also believes that: “it is important to foster a culture that embraces mistakes and an environment where anyone can have a great idea. The majority of great ideas come out of mistakes and adversity. Adversity should be seen as an opportunity rather than a life-threatening event."


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Wednesday, July 20, 2011

Positive Leadership: Being Your 'Best' Self


What’s the difference between being yourself and being your best self? All of us have many possible ‘selves'. Some parts of our personalities are active and obvious, but some parts may surface only now and then, and still others may remain hidden almost all the time.

What is your best self like? Can you list the qualities that make your best ‘self’ different from the ordinary, everyday you? You see, becoming aware of these qualities is the key to bringing them under your control. If you are aware of them, you can deliberately set out to make your everyday-self more like your best self.

Using the techniques of affirmation, visualisation and control of your self-talk, it is relatively easy to do. You see, we move toward and become like that which we think about. So, focus your thoughts on those aspects of yourself that you would like to see more of. Do it in a systematic way, over and over again, every day. Soon, you will find that “being yourself” will automatically mean, “being your best self.”

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Tuesday, July 19, 2011

Positive Leadership: Efficient v Effective


Have you ever thought about the difference between efficiency and effectiveness? 

They both sound good, but we believe one is far better. Most businesses want to run an efficient operation, and spend a lot of time and energy trying to get there. But it is equally, if not more, important to make your business effective.

Efficiency means doing things with a minimum of effort – low input for high output. In other words, efficiency means doing things right. But what things? A very important question! You see, effectiveness is doing the right things right, and that is what you want to aim for. You can be as efficient as you like at doing the wrong things.
You can practice the wrong technique or the wrong moves until you have them down perfectly. Then, you are going to wonder and worry about why your business is failing, why your customers aren’t coming back, why sales are down and profits are dropping, even though everything is working like a well-oiled machine.

When you visualise yourself or your business, don’t just see yourself doing things right. See yourself doing the right things right. And remember that sometimes the right thing, even if done imperfectly, is far better than a flawless performance of the wrong thing. This holds true for everyone, not just those of you in business. It makes just as much sense for athletes, homemakers, teachers and students – anyone who really cares about excellence.

It’s great to be efficient, but effectiveness is what you really want.

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Monday, July 18, 2011

Positive Leadership: Lessons from Harry Potter


Harry Potter and the Deathly Hallows is a wonderful film and a fitting end to the series. If you have any mental and emotional bandwidth left over as you’re watching Harry save the world, you might also put your leadership lens on for some examples of servant leadership in action.

Servant leadership is based on the principle that the leader is the servant of the people that he or she leads. Servant leaders have a desire to serve first and lead second. The concept was first articulated by an AT&T executive named Robert Greenleaf in the mid-20th century and he eventually wrote a book on the subject - Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness 

The president of the Greenleaf Centre, Larry Spears, has identified ten characteristics of servant leaders. You will find that Harry Potter embodies all or most of them. Here they are:

 •Listening
 •Empathy
 •Healing
 •Awareness
 •Persuasion
 •Conceptualisation
 •Foresight
 •Stewardship
 •Commitment to people’s growth
 •Building community

As you watch Harry Potter in his last movie, look for those characteristics of a servant leader.  Perhaps those qualities are one reason the books and movies have been such a phenomenon. People want to be around and be led by people who embody those traits.   Maybe we see in Harry what we hope or would like to see in ourselves. Maybe the magic was not so much in the wand and the spells as in the way Harry led others. If that’s the case, all of us may actually have a shot at being leaders who make a difference. It just comes down to our motivation and how we act. 

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Saturday, July 16, 2011

Positive Leadership: Be Yourself


It is natural to want to be like the people we look up to. We want to recreate the success they have enjoyed in our own lives. So we try to imitate them. It seems like the shortest distance between two points. Of course, we are trying to copy a result. What we often fail to see is the work it took to get them to the place where they could do what they do. And sometimes it’s all flash and no substance.

And while you can try to copy a style, mannerisms, or life path, what makes it work for them isn’t what is written down. It’s what they can’t teach you that makes it work for them. It’s the things you can’t easily articulate that come from the core of your being—that which makes you you—that makes the difference.

Harvard Business School Professor and former Medtronic CEO Bill George, wrote, “Any prospective leader who buys into the necessity of attempting to emulate all the characteristics of a leader is doomed to failure.” It’s one thing to learn from others, it’s quite another to try to imitate them.

A big part of the problem is the lack of confidence we have in ourselves. Sometimes in watching the success of others, we lose faith in ourselves. “There is but one cause of failure and that is a man’s lack of faith in his true self,” observed William James.

Jazz saxophonist Stan Getz took a teaching position at Stanford in 1986. In an interview with a reporter about his role there, he put it this way:

‘I’m a strong opponent of imitation. I always tell them that they have to be themselves. That’s hard, because they don’t believe in themselves, they believe in their heroes. And I will tell them: that’s perfectly alright, but your hero is the only one who can play that way. If you want to try and do the same thing, it will only be an imitation, however perfectly you will do it. I keep on trying to convince them that they have to play what they feel themselves. But that’s not easy.’

Your hero is the only one that can play it that way. Be yourself.

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