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Change Leadership Watch
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Rescooped by Deb Nystrom, REVELN from Careers & Self-Aware Strength
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I'm the Boss! Why Should I Care If You Like Me? Research Results on Executive Likability

I'm the Boss!  Why Should I Care If You Like Me?  Research Results on Executive Likability | Change Leadership Watch | Scoop.it

Bad news for mean bosses.  In a study of 51,836 leaders, we found just 27 who were rated at the bottom quartile in terms of likability but in the top quartile in terms of overall leadership effectiveness — that's approximately one out of 2,000.

360 data from these 50,000+ leaders highlighted seven key steps executives can take to substantially increase their likability.


Excerpted:

   


Increase positive emotional connections with others.... If a leader is angry or frustrated, those feelings will spread to others. Conversely, if a leader is positive and optimistic, those emotions also spread. Be aware of your emotional state and work to spread the positive emotions.

    

Display rock solid integrity. Do others trust you to keep your commitments and promises? Are others confident that you will be fair and do the right thing? 

   
Be a coach, mentor, and teacher. Most people have fond and positive memories of coaches and mentors. Helping others develop is a gift that is never forgotten.

Be an inspiration. Most leaders know very well how to drive for results. ...The most successful leaders ...also ...roll up their sleeves ...and pitch in with the team. They communicate powerfully. Inspiring leaders...are more likeable.


Deb Nystrom, REVELN's insight:

Also scooped to Careers and Self-Awareness Strength.  ~  Deb

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Deb Nystrom, REVELN's curator insight, August 6, 2013 4:05 PM

Like or dislike, integrity also connects to respect:  "Perhaps the surest test of an individual's integrity is his refusal to do or say anything that would damage his self-respect." ~ Thomas S. Monson

Manish Puranik's curator insight, August 7, 2013 1:32 AM

...The most successful leaders ...also ...roll up their sleeves ...and pitch in with the team. They communicate powerfully. Inspiring leaders...are more likeable...

Chad Manske's curator insight, August 19, 2013 8:00 AM

It takes real humility to ask subordinates for feedback on your performance.  The purpose in doing so is not to expect to hear how good you are, but to hear what you need to work on.  We all have leadership 'blind spots' requiring the benefit of trusted people, ideally honest and critical subordinates, to tell us when we wear 'no clothes.'  If you're open and honest to feedback, and pay attention to the likability characteristics here, you WILL increase your leadership quotient.

Scooped by Deb Nystrom, REVELN
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Want Cultural Change to Stick? Change The Way You Operate - Forbes

Want Cultural Change to Stick? Change The Way You Operate - Forbes | Change Leadership Watch | Scoop.it

"Do you want sustained cultural change ? Until the operations change, NOTHING will stick."


Yeah, yeah.  Change consultants know that cultural change can kickstart with organizational changes or strategic changes that look powerful & imply true change. But it is the work in the trenches, the operations changes that make the difference for going the distance.


____________________________


“Building a team that combined the old and the new was critical to our success."

____________________________


Excerpted, a few of the golden gems:


[Operations] is often the most difficult part of the change process because operations involve ingrained habits, practices, and systems.


It’s worth the effort because corporate culture is the only truly sustainable competitive advantage.  [DN:  I'd add leader behaviors for innovation, coaching & team collaboration support.]


From the Equifax case study:


“Building a team that combined the old and the new was critical to our success.


It was critical for me as a leader to not underestimate the people part, getting people to engage, be willing to support and sustain the change.


Strategy and execution has to be joined by a very strong psychological conversion of beliefs, from the old patterns to the new.” 

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Scooped by Deb Nystrom, REVELN
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Cautionary Change Leader Tales: Seven Habits of Spectacularly Unsuccessful Executives | Forbes

Cautionary Change Leader Tales:  Seven Habits of Spectacularly Unsuccessful Executives | Forbes | Change Leadership Watch | Scoop.it

Yes, there's room for change leaders to "spot these behaviors and  stamp them out from your own"  and your team's repertoire.


These traits can be found in the leaders of current failures like Research In Motion - Blackberry makers, (RIMM.)


They are also cautionary tales for currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).


Consider the change implications and hubris of these traits:


Habit # 1: They see themselves and their companies as dominating their environment    


(DN:  Can any one leader dominate anything these days?  Rugged individualism is dead.)



Habit #3: They think they have all the answers  (DN:  Again, individualism is dead.)


  • CEO Wolfgang Schmitt of Rubbermaid was fond of demonstrating his ability to sort out difficult issues in a flash. In one discussion about a particularly complex acquisition, Wolf, without hearing different points of view, just said, ‘Well, this is what we are going to do.’”
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  • Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this,  hope the answers he comes up with are ...the right ones.

  • For Rubbermaid they weren’t. The company went from being Fortune’s most admired company in America in1993 to being acquired by the conglomerate Newell a few years later.

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them  (DN:  Resistance is a resource.  So, oh oh.)


  • It’s both unnecessary and destructive.
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  • By eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters.
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What Behavior Characteristics Do the Best Change Leaders Exhibit? | Daryl Conner

What Behavior Characteristics Do the Best Change Leaders Exhibit? | Daryl Conner | Change Leadership Watch | Scoop.it

How can you be fully prepared to help assess senior-level leaders for change roles?


Daryl Conner, one of the earliest practitioners, author and consultancy for the modern change management practice, is sharing gems in a 2 part series about change leader behaviors.


__________________________


...surfacing obstacles and addressing risks are inherent

to successfully managing change

__________________________


The lists of Leader behaviors are useful references when looking at the leader case studies and examples on this curation stream.


Here are some excerpts from Daryl's 2 part series:

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  • Approaches change as a process rather than an event
  • Guards the most important change priorities
  • Matches responsibility with authority when assigning change-related tasks/roles
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                     - Ensures people understand that surfacing

                        obstacles and addressing risks are inherent

                        to successfully managing change

      

                     - Instills a culture where problems that are       

                       surfaced and mitigated early are seen in a positive

                       light, rather than as something to be hidden 

                        

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Scooped by Deb Nystrom, REVELN
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Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure

Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure | Change Leadership Watch | Scoop.it

"Managers’ leadership behaviors & operational decisions get to the root of the problem with failing change efforts including cultural transformations."


“…studies show that upper management is only aware of about 4% of all the problems...”


From a post today by Graham Garrison:

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  • “…studies show that upper management is only aware of about 4% of all the problems in the workplace while those on the bottom rung are aware of 100%.

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  • “A huge factor is engaging managers and frontline workers before changes are implemented. The frontlines know what is working and what isn’t; get their perspective and making them a part of the change.”

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In change, it's getting both the leadership & management behaviors & actions to aligned realization, reference Daryl Conner (Managing at the Speed of Change) and his Commitment Curve.  Garrision highlights:

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  • Our experience is BOTH leadership and management are needed. 
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  • Focusing on the “soft” side of culture, such as purposeful connections to the heart, an energizing vision, engaging through core values, or strengthening leadership behaviors are vital. 

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  • [They must be] backed up by realigning operational processes and shifting key support systems 

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  • Otherwise you'll end up with "highly motivated people who come to feel manipulated and powerless against 'the bureaucracy.'"
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It is in the tactical and operational structures of IT, metrics/measurement, org structure and HR  (compensation, what gets people hired, fired, and promoted) where leadership & manager values become "rhetoric or reality," says Garrison.

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