The TED list below features some really wonderful talks on how to be a leader and how to inspire others to action. If you have sometime this weekended you might want to watch some of them. our favourite talk in the list is Simon Sinek’s “How Great Leaders Inspire Action”.
1- How great leaders inspire action by Simon Sinek
This is the word we use when something is stuck between being and not being. Between is and is not. For example, we might say, “that shirt is red-ish.” Or, “I’m feeling sick-ish.” And sometimes, “the weather is a bit warm-ish.”
Describing things as ish is handy, because it helps us avoid committing when we’re not quite ready. And when it is used in the course of regular conversation, we tend to accept this half-way point as okay, and we carry on. We typically do not challenge convenient ish-isms.
But when is being ish not okay? What about in leadership? Is being leader-ish okay, not okay, or maybe okay-ish?
Kenneth Andersson A great deal of ink has been spent over the past thirty years or so on the idea of corporate or organizational culture. Back in the 1980’s, I picked up a now-famous book, Thomas J. Peters and Robert H.
New leaders don’t spend nearly enough time and effort being intentional about how they show up and how they spend their own time. The effort they devote to forming meaningful connections with the people in the organization is almost an afterthought.
We are in the midst of a paradigm shift that, at times, can be disconcerting. But if we embrace the new worldview that science gives us, we stand to be far more effective managers. The place to start is with an understanding of three fundamental discoveries about how the brain works.
In this blog piece, Bhudeb Chakrabarti highlights six different theories of leadership that been developed over the years to explain how people lead others.
Trait theoriesBehvaioural theoriesContigency theories such as those proposed by Fred Fiedler and Hersley-BlanchardCharismatic LeadershipTransactional TheoryTransformational Leadership
He describes leading as the art of influencing and motivating people to perform in a manner to achieve a common goal. The sum total of a leader’s roles, tasks and responsibilities and interpersonal influences constitutes leadership in his opinion.
Many corporate leaders think their companies are agile. Surely, they assume, we possess that combination of speed, flexibility, nimbleness, and responsiveness that will enable us to turn on a dime as circumstances warrant. It often comes as a surprise, then, when a significant opportunity or challenge arises and the company can’t deliver.
What these leaders realize too late is that they are thinking about agility in a counterproductive way. In their view, agility is an end in itself, instead of a means to a more important end - sustainable competitive advantage.
In this paper John Pourdehnad and Larry M. Starr propose a new approach to executive education that takes into account the prevalence of dynamic complexity caused by massive changes in the nature of the internal and external environments of a system.
They argue that the educational requirements necessary to prepare leaders who have the cognitive capacity to steer through the “perfect storm,” are very different from leading in simple and stable contexts.
The authors suggest that this proficiency emerges from the interaction of relevant skills, accessed experience, knowledge and understanding of the situation, practical wisdom and sound judgment, and relevant personality attributes.
“The Rise of HR: Wisdom from 73 Thought Leaders,” is a recent anthology published by the HR Certification Institute in collaboration with Dave Ulrich, Professor, University of Michigan and Co-founder of The RBL Group, Bill Schiemann, CEO, Metrus Group, Inc. and Libby Sartain, Business Advisor and Board Member.
The very definition of leadership requires a leader to stand apart from the crowd. If a so-called leader is simply doing the same thing everyone else is doing, they’re not leading at all. They’re following.
Yet, we’ve all known leaders that strayed too far from the beliefs of their constituents, or appeared to put on airs of being superior to the group, and in the process they lost tons of influence. While they might hold on to the title associated with being a leader for some time, they’re true influence is essentially dead and they’re headed out to pasture sooner than later.
A 2008 Harvard Business Review survey involving 125,000 participants at companies in more than 50 countries found that three out of every five companies surveyed rated their organizations as weak at execution. This sounds shocking. But understanding why so many managers have such little faith in their organizations’ ability to execute strategies isn’t hard if you look in the right place.
“Managers can have a powerful, positive impact on their employees’ performance, engagement and development through coaching. When skillfully done, it can help employees clarify meaningful goals and make progress toward achieving them.”
Who isn’t rushing to the idea that just one more perk or break-room game table would boost employee engagement these days? The latest Gallup data suggest we have an emergency on our hands with just under 32 percent of U.S.
You might learn a great deal in school, but it’s doubtful that you’ll actually develop as a leader by reading a book or taking a course. The military is right about experiential development: People grow and become leaders by making a commitment to a cause, and having personal responsibility and accountability.
For those of us in civilian life, there are also ways for us to develop as leaders through experience: through volunteer service. There are myriad nonprofit missions from which to choose, roles and positions in which to engage that are meaningful and productive, and paths for personal and professional advancement.
Everybody loves self-improvement. We want to get smarter, network better, be connected, balance our lives, and so on. That’s why we’re such avid consumers of “top 10” lists of things to do to be a more effective, productive, promotable, mindful — you name it — leader. We read all the lists, but we have trouble sticking to the “easy steps” because while we all want the benefits of change, we rarely ever want to do the hard work of change.
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