#BetterLeadership

Fantastic scoop David, thank you!

From the article:

In a thoughtful new book on bullying, “Sticks and Stones” (Random House), Emily Bazelon writes,

“The scariest aspect of bullying is the utter lack of empathy”—a diagnosis that she applies not only to the bullies but also to those who do nothing to help the victims.

Few of those involved in bullying, she cautions, will turn into full-blown psychopaths. Rather, the empathy gap is situational: bullies have come to see their victims as worthless; they have chosen to shut down their empathetic responses. But most will outgrow—and perhaps regret—their terrible behavior.

“The key is to remember that almost everyone has the capacity for empathy and decency—and to tend that seed as best as we possibly can,” she maintains.

Good Scoop David!  These ones got my attention:

Employee Idea Killers

~The management team does not share information about the organization to allow employees to generate strategic ideas.

~No one openly requests employees share their expertise and insights.

~Requiring all employees to participate in the program.

~Not explaining the impact employees can have on the organization with their participation.~Hanging up a suggestion box – either physical or virtual – and expecting the rest to take care of itself.

Tpotally agree with Don on item #5.  I also like #3.

Create an environment of trust.

Many organizations believe internal trust is nice to have but not a key factor for bottom line profitability. That simply isn’t true. Trust directly affects speed and cost. When trust diminishes, speed goes down and costs go up. These economic factors are usually disguised as other things, but when there isn’t trust between team members, or between the company and its customers, it is impossible to achieve real success. The myths are that trust is built solely on integrity, that you either have it or you don’t, that if lost it can’t be restored, and that it can’t be taught. The realities are that trust is a function of both character and competency, it can be both created and destroyed, it can be restored (in most cases), and be taught and developed into a measurable strategic advantage.

Fantastic scoop Ricard! Me gustó mucho este artículo, muy importante!

From the article:

4) Won’t Listen: ... They cut people off to avoid a discussion. Or, they simply walk away when they’re in mid-sentence. These leaders must always have their way – and steamroll anyone who questions them. In their world, only a few voices have value. Some call that decisiveness. Most interpret it as fear. Where employees have no say, they have no stake. And their talent – and all those ideas – gets wasted. That just hinders the organization…and ultimately the leaders themselves.   

From the article:

Always be developing future leaders. Fulfilling the leadership pipeline is never complete. For instance, Gartland provided this example: “We had personality profiles conducted for everyone in our sales organization. That gave us a baseline view of each individual’s potential, strengths and limitations. When we match to their current performance, we are able to view them from where they are now, how we can help them meet their goals and where we see them moving next.”