A great leader should ask themselves "Why would anyone want to follow me?" If you're not leading for the right reasons, no one will follow! This article shows 12 qualities often shared by great leaders.
"When we're talking to leaders, the conversation around how to motivate their team typically comes up whether it’s a top performer who needs to be motivated to stay within the organization (and not lost to the competition) to middle performers who would do even better if they would take things to the next level. So what actually motivates people?"
If you read this article and the next one in the series, you should see a clear parrallel with the ideas it raises and the changes we are making with the Leadership expecatations and the idea of personal leadership. This may help to give a broader perspective to these concepts.
"The consumerization of management reflects a range of forces redefining the nature of work and the workplace. Technology shifts the balance of power in the marketplace giving consumers more choice, control and confidence. Technology reshapes markets and the terms of competition.
The workplace was based on the idea that the company was the consumer and the employees the providers. Our role as individuals was to become wage slaves selling our time and attention to companies in exchange for compensation, resources and a place in the organizational hierarchy.
As technology opens things up, that shift is changing the distribution of power, particularly for the judgment workers who have the greatest impact.
Traditional management with its focus on command, control and divisionalization is not well suited for this environment. This raises questions concerning the types of management that are well suited to this environment."
Leadership is learned behavior that becomes unconscious and automatic over time. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question.
Love Learning's insight:
Number 4 resonated most with me. We all know that we need to change the way we do things to moe the organisation forward. That means challenging ourselves, our colleagues and our direct reports in a supportive and constructive way. Are you able to do this as a leader?
Remember...If you are not thinking, you’re not learning new things. If you’re not learning, you’re not growing – and over time becoming irrelevant in your work. Once we become irrelevant in our work, we become irrelevant in the competetive marketplace - scary stuff, but we have the power to do something about it!
A group of recent books have argued that management is badly broken and needs to be reinvented. This article reviews the case for reinvention and explores five fundamental shifts in five areas of management practice.
Love Learning's insight:
Powerful analysis of the books above that pulls out 5 key shifts in management practice. This is the entry point to much deeper learning and understanding of the issues management and leadership must address in the 21st Century. If you want to be a successful modern manager or leader, this is an excellent introduction to the challenges we face and will lead you to many more relevant sources of information
Recent research suggests that people who feel guilty for trivial transgressions might make better leaders.
Many psychologists believe we vary widely in the extent which we are susceptible to feelings of guilt, and that the emotion can be a spur to action. Some people stay late on a Friday night to finish a piece of work, knowing they won't enjoy their weekend unless they do. Other people go home and watch a movie.
A study carried out by phschologists concluded that the higher someone's level of guilt proneness, the more likely he or she was to step up as a leader in the activity.
The methodology adopted by the Sunday Times to compile its Best Companies to Work for lists underlines a fundamental truth about corporate social responsibility (CSR) and how a business’s commitments in this area can affect its employees’ job satisfaction.
If you do more than pay lip service to CSR it can help you retain staff, win you more customers and increase engagement and productivity. But you have to be honest, open and consistent to avoid accusations of cynicism
Smart leaders today engage with employees in a way that resembles an ordinary person-to-person conversation more than it does a series of commands from on high.
Furthermore, they initiate practices and foster cultural norms that instill a conversational sensibility throughout their organizations. Chief among the benefits of this approach is that it allows a large or growing company to function like a small one.
By talking with employees, rather than simply issuing orders, leaders can retain or recapture some of the qualities—operational flexibility, high levels of employee engagement, tight strategic alignment—that enable start-ups to outperform better-established rivals.
This article highlihgts four elements that you need to focus on to create this kind of work environment.
Intimacy - getting close
You can read more about this idea and how it can be applied to compliance here:
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