Which information belongs—and which doesn’t—may surprise you.
Rob Duke's insight:
--People: Who are they? Where were they educated? Experience?
--Opportunity: Is the market growing, contracting? How can you capture market share? Who are the customers? How does the customer make a choice about what product/service to buy? How much capital does it take to support a dollar of sales? Who are the competitors? How easy is it to disrupt competitors or have your business model disrupted by the competitors? Who else might be ready to exploit this opportunity? Can you form alliances with existing or potential competitors?
--Context: macroeconomic conditions.
--Risk and Reward: How to manage the risk.
I'm also interested how this advice might apply to a balanced scorecard budget/vision plan....
The best strategy, the researchers say, is for leaders to adapt their approach to the specifics of the project. When working with top talent, it’s best to take a hands-off approach: offer general support, but otherwise let them do their jobs. When working with less-experienced talent, a manager being more actively involved will get better results. And when the resources aren’t people, the most experienced leaders will get the best possible results.
1. INNOVATORS HAVE THEIR EGO IN CHECK Emotional intelligent people have their egos under control and are open to other people’s ideas. They don’t think their ideas are always the best. As a result of their openness to other ideas, they are able to accumulate a larger source of data from which to draw from. They are also less likely to fall into the trap of following up on ideas and prospects that are only popular and then receiving kudos for them.
2. EMOTIONALLY INTELLIGENT PEOPLE ARE CONFIDENT, NOT ARROGANT
The idea that being around a jerk means that you are, in turn, more likely to act like a jerk is pretty intuitive, but, surprisingly, so far the scientific literature on emotional contagion, as the phenomenon is called, has mostly focused on the spread of positive behaviors. But, of course, negativity spreads from person to person, too. Good thing there's an antidote.
From elementary through high school, research demonstrates a relationship between empathic abilities and effective teaching. When teachers are more empathic, the positive outcomes are significant: Improved academic effort, achievement, motivation, self-esteem and empathy in students, increased likelihood of teacher intervening in a bullying situation, improved cultural sensitivity and reduced prejudice and racial bias, more productive and satisfying school relationships, and more likely to hold a positive perception of school culture. When school leaders, as managers are more empathy, their staff is healthier, happier, and perceives them as more effective leaders.
Clearly, empathy is a skill that every educator should have in their toolbox, yet unfortunately, educators are not formally taught how to communicate empathically.
That is why on March 10th, 2015 FuelEd will be launching Empathy School, or “E-School.” E-School, a 6-hour in-person workshop by FuelEd where educators learn the communication skill of empathy, is designed to fill this gap in educator preparation by training educators in a key relationship skill that will drive student outcomes and positive school culture.
What allows a team of B players to achieve A+ success? A great deal of scientific evidence suggests that the key determinants are psychological factors — in particular, the leader’s ability to inspire trust, make competent decisions, and create a high-performing culture where the selfish agendas of the individual team members are eclipsed by the group’s goal, so that each person functions like a different organ of the same organism. In the famous words of Vince Lombardi: “Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilization work.” This is true for all teams, of course, but if you’re leading a team of B players (people who are just average in terms of competence, talent, or potential), your leadership matters even more. In fact, if you are leading a team of B players, you have to be an A-class leader; otherwise, your team will have no chance.
Most leadership teams I observe are not teams at all. Most are groups whose members focus on their functional team’s needs, not the organization’s needs! Members of the leadership group battle their peers daily for limited funds, resources, and people, day in and day out.
Rob Duke's insight:
From Joseph Nye: "Spft Power Is Cultural Power Partly. Power is the ability to alter the behavior of others to get what you want. There are basically three ways to do that: coercion (sticks), payments (carrots), and attraction (soft power)."FP: Feb. 23, 2006. While Nye writes on Foreign Policy, Soft Power is useful in teams. We gain more by communicating a unified purpose, and the legitimate means to pursue the purpose, building consensus for the goal, providing information and resources, then moving obstacles for the team (I'm paraphrasing Chester Barnard from "The Functions of the Executive". 1938).
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