In this in-depth talk, ethnographer and leadership expert Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being.
Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.”
Wow.... for several reasons the topics and the thing as a whole in this forty-something minutes are: wow... still digesting it, I can only tell you there is hope for a better world because there are people like him... who are not only like him but who - like him - are able to transfer their beings, their attitudes in a very efficient way... it's also full a lots cognitiv things as well... great guy... I will review this sometimes and already search for his books...:-)))
For leaders or for managers who want to be leaders, for supporters to better understand the human nature, and for everybody who simply wants to know more...
Are you a workaholic, or are you able to work hard, play hard and achieve that work-life balance. In this blog post Colin Shaw explores what makes people behave as they do.
Miklos Szilagyi's insight:
Excellent insight in this delicate topic... I found this through Linkedin's group "Inspirational Leadership, Management and Engagement - People Discovery" (OK, a bit long for a group's name but it's a bunch of excellent people...:-)))
Whether from fear or in the flow, it does matter... the so-called "engaged workaholics" are the type who works in their flow and interestingly they are more than the average finding the good relationships with their families, friends.... those who are working like hell from the fear of losing their job, well, their sort is more sinistre... so, to be proud to be workaholic is really not fun, if you will...
Too often those starting out on their journey to develop coaching skills to add to their management and leadership repertoire, seem to be playing a game similar to Master Mind. They ask questions that are designed to eliminate possibilities or root causes.
That's important... coaching is to open up (or digging for) more possiblities, alternatives than the opposite... and Voltaire also was right ("already the ancient Greeks" or oh, pardon, the ancient French know that...) - the original seems to be a little bit different but basically exactly the same:
It is easier to judge the mind of a man by his questions rather his answers. – and the original in French: Il est encore plus facile de juger de l'esprit d'un homme par ses questions que par ses réponses....
The script is so deeply ingrained that you don’t even need to think about it. When you do a favor, and someone says “thank you,” the automatic response is “you’re welcome.” It’s a basic rule of
Miklos Szilagyi's insight:
...perhaps say instead: "I know you"ll do the same for someone else..."... interesting analysis and deduction why it's more useful for everybody concerned... whether you could actually use it or not is almost irrelevant... it's already interesting to ponder a little bit over this - in our everyday communcation sooo ingrained - pattern... what is its "load" and is there anything else being more useful?
Well, and voilà, the light in the tunnel... brief, concise, good summary... how to structure the team, schedule for success... and with a small variation/adaptation you can use it personally if you have detected in the earlier too Scoop.it topic the early signs of depression or burnout and want to change... you just don't give up, do you? ...:-)))
While burnout is not a medically diagnosable condition, most professionals concur that living with chronic burnout or stress has both short and long term negative consequences
Miklos Szilagyi's insight:
Burnout... it's typically happening with the neighbour and with a friend of my wife... Me?! No way... I'm OK....
Well, just read thoroughly the first paragraph and if you still think that you are perfectly OK , even then, some good advises will not harm even to the fittest guy on the world:
1. Learn to say no (especially if you are a girl/woman, for you it might be a special challenge...)
2. Make sleep a non-negotiable priority
3. Think small... think about small micro-changes, simple meals, exercises, when you're burned out (or too tired...), even a small dose of self-care goes a long way... (also, special attention for ladies about psy self-care in general....)
4. Ask for help. Now, it's specially for men, we are not very good at this...
5. Learn one or two simple mindfulness techniques. Again, small doses goes a long way....
Innovation is often spoken about in business meetings, but for the most part the true meaning of innovation in terms of how to apply it is often misunderstood. Understanding the importance of innovation for businesses lies in the foundation of building it through your company starting with your Human Resources department.
What about this? My preferred idea of the 4 shown here is this: "You don't want yet another "Yes" person, you need people who think outside the box and come up with new methods, ideas and solutions to help your company compete. The goal should be to hire people that do NOT fit the company profile.... The truth is that if you hire people who think like everyone else in the company, the business will soon stop growing..."
Well, I've seen/made some business plan in relatively big organizations for 1 to 5 years' scope and I could just confirm that the 50-100+ pages documents were sparingly used... of course, they gave numbers to one of the column "Budget" in the monthly reports but basically that was that...
I like this small post + the 4-minutes video, it just made the planning transparent and dynamic... I guess, this one-page-plan is not really for the big organizations with operations in several countries, with HQ, etc. but rather for the smaller businesses... though it's not inventing the wheel, it helps to focus the changing efforts with its simple NOW-WHERE-HOW approach...
Virginia Satir was one of the pioneers of family therapy. She was also a major source of NLP patterns and distinctions.
In her longer afternoon talk, Virginia gave an extensive and comprehensive overview of her ideas about human beings and personal change.
These include the difference between the right/wrong model — "shoulds" and "oughts" — and honoring what is real and actual, and the difference between assigned roles and individual identity.
The typical up/down, dominance/submission interactions that are so common in troubled relationships are illustrated with tableaus and role-plays to demonstrate how to grow out of them into authentic being.
Virginia goes on to expand on her "seed model" alternative to the static right/wrong model.
As I visit with big companies and organizations all over the world, it’s clear that most CEOs realize they need to make some dramatic changes in how they recruit people, align and manage performance,
Miklos Szilagyi's insight:
Well, how trivial is it? And still how strange it sounds? Who are the people responsible for revenue (and for all other things)? Who is chosing them, assessing them, hiring them, support them with follow-up monitoring, by supplying the necessary development tools, training, mentoring, coaching? The HR... The good HR... The HR which has a real respect and has a word (or more words...) in the corporate life... The HR being worth this respect and trust... The HR which grows up to the tasks... common sense, isn't it?
It's all good... what a pity that the main message wanted to be (of this post) to simply sell more Oracle thing... (I've just reread it and it jumped to my eyes...)
Did you feel yourself awkward at performance reviews (either as a reviewer or as a reviewee)? One idea is linked to make it simpler and stronger... I'm not saying that's the only new only way we should... but I'm saying that it's interesting to read it and to think over how we are with all these... perhaps we might learn sometthing from it...:-)))
By Julian Birkinshaw, London Business School Term Chair Professor of Strategy and Entrepreneurship. The business news continues to be full of stories of large companies getting into trouble in part because of their complexity.
Well, things are happening... for one: you are planning things to happen, for two: things are happening (emergently) below the line in the hierarchy (not only bad things, also good things), and for three: every system is slowly degrading if you are not spend energy to counteract this degradation... and the three things are happening simultaneously....
Is it so accidental that in a certain time you are not able to spot where you are (how far from that point you wanted to be - in the first place in planning phase....)? No, it's normal... what to do? According to the post, you should from time to time make order (like in the room of the teenagers....), that's the energy spent against the entrophy (the force behind the "normal" and - without energy input - inevitable degradation)... and then you should support the emergent, inner, lower grade positive forces to help that "flow" becsause it' s them through whom the external conditions might infuence the processes helping to resist the negative effect of the changing in the environment...
Well, I'm immensely respect Mr. Clutterback's works, I read - among other things - two of his mentoring books parallelly because I'm just working on a very interesting local mentoring project...
WIth all these respects I plainly doubt that he is right when he is saying that mentoring is just on the way to overshadow coaching.... there is always a tendency from the practitioners to push far ahead their last Big Thing, saying that all the other things are getting old, pick this one... I deeply believe that all the development tools we have (training, coaching, mentoring) have their right places in a well-constituted HR development program...
I genuinely think that the mentoring - the organizational internal mentoring - has a synergy effect to give to every possible development portfolio... it helps the HR fuction to spot the needs, it helps to make the good effects of the external development tools to last... it might be - by keeping the due confidentiality intact - a good consultation base for the HR when preparing the next development project...
So... mentoring is good and useful and worth the energy it needs in its context and coaching is also good in its right context...:-)))
Coaching Emotional Intelligence: Hogan EQ Report Feedback. How to boost people skills in sales and leadership positions.
Miklos Szilagyi's insight:
Today I have discovered to myself Mr. Robert Hogan and his assessment systems… first I have watched the 40 min video of Mr. Robert Hogan about the philosophy behind his works (personality test) and it is really interesting. He gives a real background history, Freud, Jung, Binet first IQ tests, then the behaviorists and, then he tells us very clearly what is his professional credo. http://www.youtube.com/watch?v=ZZuhxnlKYEI&feature=share&list=FLn8jLvMzZR6gqQkS8M9ApDQ - Respect…
Then, I have checked this page on their site and read through one sample 360 degree test in their format:
Then, I just watched a 50 min webinar video (slides + audio) about the brand new (2013) Hogan EQ report (e.g. as for bases of coaching) which is available (110 EUR only in English for the time being) and not need any additional registration or special study.
The trick is that if you are flat hating philosophers (what could be more vain, Jesus, yeah?!), your world view is represented somewhere in some of their "system".
This playful quiz has put together statements from well-known philosophers and gathered these statements around some - sometimes seemingly stupid - questions. Well, your test results will show you which philosophers' works would be - at least from far off - interesting to you because their "Weltanschauung" is somewhat similar to yours (even if you didn't have a clue about them).... at the end the result will give you percentage-wise the proportions how your world-view is built up from those of these "wise guys"...
Do you want to have a game? Go on...
Just for a taste for it, it's mine test result:
Sartre/Camus (late existentialists) 89% The world is absurd. No facts govern it. We live well once we truly accept the world's absurdity. YOU give our life's meaning, and YOU control your world. (see Nietzsche for very closely tied beliefs) --
Now, that's a tricky area... there are bosses who says straight: "OK, it's work, we pay them, let1s them find fun elsewhere..." Do you think it's so rare? Well, I don't think so... might be that the time is mature not to show this in full scale but that it's there in lots of bosses' mind, you know, I have made already less sure bets, too...
1. Allow people to fail, encourage them to test their ideas - one of the most controversial - how many times is it still OK? I understand but come on... even at home, with your loved family, just try to reframe it...:-)))
2. Build team that last - yes, absolutely, that's may favorite, I have always done that, it's crucial, true... the type of "people are interchangeable" is laughing staff... while of course, they (we) are... but that's another level, please...
3. Hold no secrets, be a good communicator - yes and know and work on it... try to be as open and transparent as possible (what you are not saying they will found out, and the result might be disastrous because they will not necessarily have a good guess... they might guess much worse than the reality... so, transparency pays...). To be a good communicator might be difficult for some, but a passable level is learnable for anyone... work on it...
4. Be the real you, don't hide behind the title... you know what? Everybody will read you more or less exactly... even when you try to hide... it's a looser game if you try (and how many try it...)... no alternative, I think...
5. Keep people on their toes... as McCormack has written: "110%" (perhaps today his book's title would be "130%" who knows...) Never allow your employees to get complacent... that's important and difficult to keep... tough one...
6. Keep it simple, make it fun... true... for that you should be such a guy who has the right mix of serious and fun.... not many I have met such.... but good luck...:-)))
You know what? It's really a great insight... into the mind of an owner-leader who has grown his business with his partner from nothing to a 33-headcount company... and they are (the two founder) have put themselves after some years of operation on the 360 review list (they didn't thought it as a priority before...). Now, well, it was a surprize when he has started to read teh development areas... not very surprizing but to receive it in your own company in your face, well, you can imagine, don't you?
By the way, the usual staff as:
- he can't let go anything
- he makes decision without consulting others (is it his company or not... damn it)
- spends less and less time with people
- gets defensive
- is inconsistent
- handles disappointments poorly
- some scares of him...
He has some excuses, of course: new office, it's finally his company, come on..., two little kids at home
Reality: he says: "I waited too long" for this 360 degree assessment, he says: "The next several weeks will be course-correcting ones for me, and I plan on doing things much differently in 2014..."
Dear Email, It isn’t you, it’s me. No, really. You see, this weekend I successfully unplugged for the first time in… in too long, I admit. When I fired things up Monday morning, well… I realized just how codependent we’ve become.
Yeahhh... I think it's just great... with this e-mail thing we human found out our most sophisticated prison ever fabricated.... how to come back from this that it be only our servant and not our boss? Well, the jury is out...:-)))
When the 10 year old ask back: "And?" How about that? Isn't it frightening?
Yes, you read that title correctly. I've never met an authentic leader who expected respect. Every authentic leader I've ever met knew from the start that any respect they received would have to be...
Miklos Szilagyi's insight:
Yeah... you know what? Salinger's zen-driven archer comes to my mind: don't aim exactly the middle of the bull's eye in order that you be able to really hit it... Expecting something is something from outside... if it's not coming as naturar as it can be, it doesn't worth it... Good point....-)))
At the Halogen Software Conference, Dr. Henryk Krajewski said that IQ is the best predictor of leadership potential. He explains why EQ isn’t.
Miklos Szilagyi's insight:
Now, it's shocking, isn't it? So much ado about the EQ leadership that slowly we downgraded the IQ... Now, this interview will not completely change everything back, he just says: both IQ and EQ is important and IQ is better (the best) predictor of leadership potential.... it does not say that a leader without EQ could be successful but it says that the IQ is a necessary though not sufficient factor to make a good leader... with this latter one I can live with...:-)))