Make a list of the 5 leaders you most admire. They can be from business, social media, politics, technology, the sciences, any field. Now ask yourself why you admire them. The chances are high that your admiration is based on more than their accomplishments, impressive as those may be. I’ll bet that everyone on your list reaches you on an emotional level. This ability to reach people in a way that transcends the intellectual and rational is the mark of a great leader. They all have it. They inspire us. It’s a simple as that. And when we’re inspired we tap into our best selves and deliver amazing work. So, can this ability to touch and inspire people be learned? No and yes. The truth is that not everyone can lead, and there is no substitute for natural talent. Honestly, I’m more convinced of this now – I’m in reality about the world of work and employee engagement. But for those who fall somewhat short of being a natural born star (which is pretty much MANY of us), leadership skills can be acquired, honed and perfected. And when this happens your chances of engaging your talent increases from the time they walk into your culture. Let’s Take A Look At Tools That Allow For Talent To Shine: Emotional intelligence. Great leaders understand empathy, and have the ability to read people’s (sometimes unconscious, often unstated) needs and desires. This allows them to speak to these needs and, when at all possible, to fulfill them. When people feel they are understood and empathized something, they respond PERIOD and a bond is formed. Continuous learning. Show me a know-it-all and I’ll show you someone who doesn’t have a clue about being human. Curiosity and an insatiable desire to always do better is the mark of a great leader. They are rarely satisfied with the status quo, and welcome new knowledge and fresh (even if challenging) input. It’s all about investing in yourself. Contextualize. Great leaders respond to each challenge with a fresh eye. They know that what worked in one situation may be useless in another. Before you act, make sure you understand the specifics of the situation and tailor your actions accordingly. Let Go. Too many people think leadership is about control. In fact, great leaders inspire and then get out of the way. They know that talented people don’t need or want hovering managers. Leadership is about influence, guidance, and support, not control. Look for ways to do your job and then get out of the way so that people can do theirs. Honesty. Not a week goes by that we don’t hear about a so-called leader losing credibility because he or she was dishonest. Often this is because of pressure to try and “measure up” and it’s not coming from a place of being real – often this relates to fear of not being accepted for your true self. We live in age of extraordinary transparency, which is reason enough to always be true to your core – your mission will be revealed, your motivations will show by your behaviors. But it goes way beyond this. It’s an issue that sets an example and elevates an organization. If you have a reputation for honesty, it will be a lot easier to deliver bad news and face tough challenges. Are you inspiring people from your heart? Kindness and respect. Nice leaders (people) don’t finish last. They finish first again and again. Ignorance and arrogance are leadership killers. They’re also a mark of insecurity. Treating everyone with a basic level respect is an absolute must trait of leadership. And kindness is the gift that keeps on giving back. Of course, there will be people who prove they don’t deserve respect and they must be dealt with. But that job will be made much easier, and will have far less impact on your organization, if you have a reputation for kindness, honesty and respect. Collaboration. People’s jobs and careers are integral to their lives. The more your organization can make them a partner, the more they will deliver amazing results. This means, to the greatest extent possible, communicating your organization’s strategies, goals and challenges. This builds buy-in, and again is a mark of respect. People won’t be blindsided (which is a workplace culture killer) by setbacks if they’re in the loop. Partner with your people. As I said above, people’s careers are a big part of their lives. That seems like a no-brainer, but leaders should have it front and center at all times. Find out what your employees’ career goals are and then do everything you can to help them reach them. Even if it means they will eventually leave your organization. You will gain happy, productive employees who will work with passion and commitment, and tout your company far and wide. This an opportunity to brand your greatness. Leadership is both an art and a science. These tools are guidelines, not rigid rules. Everyone has to develop his or her own individual leadership style. Make these tools a part of your arsenal and use them well as you strive to reach people on an emotional level. Be Human. This Matters.
By attending a very inspiring workshop with Robert Dilts about « Leadership in times of uncertainty » in Bruxelles this week-end, some analogies with the Cynefin Framework of Dave Snowden (that I presented previously) emerged in my mind. Taking as base the « Revised Leadership Table » by D. Snowden, I put on the paper some reflexions about further leadership dimensions.
History as-we-know-it is now ending because the dominator culture has led the human species into a blind alley and lost its vitality. As the inevitable chaos approaches, people are now looking for... (Yes!
Le référentiel vise à qualifier les éléments constitutifs et les modes de fonctionnement caractéristiques d’une démarche d’innovation participative. Il distingue les fondamentaux (les incontournables) des recommandations (les facteurs d’excellence).
Avec ce référentiel, l’association propose à toutes les organisations un véritable outil d’autodiagnostic et de pilotage à l’usage des équipes de direction d’un groupe ou d’une entité, il permet à toute organisation d’évaluer ses points forts et ses axes de progrès en matière de bonnes pratiques et de mise en place de dispositifs.
Connaître ses partenaires et ses opposants est un préalable dans l'univers des organisations. Il doit en être de même dans le cadre d'un changement organisationnel, si possible au plus tôt (c'est à dire après avoir informé les différents acteurs du projet, mais avant la partie opérationnelle du programme).
La sociodynamique apporte des solutions en ce sens. Une matrice permettant de classer les acteurs selon 2 axes :
un axe vertical, dit de la "synergie", qui reflète le niveau de coopération et d'implication d'un acteur vis-à-vis du projet ; * un axe horizontal, dit de "l'antagonisme", qui permet de qualifier son degré d'opposition au projet.
Via Philippe Olivier Clement
With a bit of refinement of the algorithm and sensor resolution, you could go stick yourself into an fMRI machine, close your eyes, picture a duck, and the machine would be able to project an image of a duck (or something duck-like) onto a screen. You could even fall asleep in one of these, and record video of your dreams.
The common understanding of perception is that it is achieved by means of stable internal representations. There are experimental paradigms that challenge this view. Research has shown that perception is strongly linked to attentional resources and attentional demand. The phenomenon of 'change blindness' has been taken to demonstrate this. The simplest form of this paradigm is that which you may have experienced as a child: comparing two apparently identical pictures to try to identify differences between them. If our recognition of the world is not as detailed as we think it is our perceptions may be 'virtual'. (for more discussion on this phenomenon and its implications see Alva Noe (2006) 'Action and Perception' MIT Press
University of Idahos' 'GoCognitive' website has a neat demonstration of Change Blindness that you can participate in. Go try it!
TwitterLinkedInGoogle+FacebookPinterestBufferE-mail Leadership begins with mindset. What is mindset you may ask? Mindset refers to the ideas, beliefs and attitudes with which a leader approaches a situation. As such mindsets for the foundation of great leadership. Mindset forms the basis for action. The VUCA environment of today is rewriting the rules of business. The result is that …
While the history of communication until the end of the previous century has only been focusing on enlarging the distribution to a few published or broadcasted content creators, we now live in information overload where content curators can be the new super heroes.
Adapted from Sterman, J.D. Business Dynamics: Systems Thinking and Modeling for a Complex World. McGraw-Hill. Boston. 2000. Using weight management as an example, the decisions made might include restricting food ...
"It takes creativity combined with tacit knowledge that is essentially personnel by nature and therefore difficult to extract of individuals in an organization.Innovation requires an environment or context and a story well told..."