According to John Maxwell, leadership is influence! He said that “leadership is more, if not much more, influence rather than position. Being in a position in an organization does not guarantee that you are a true leader.
" To help leaders deal with multi-cultural teams, which is where it’s going to be at, two things need to happen – leaders have to become much more humble and learn how to seek help, because the subordinates under them will be much more knowledgeable than they, and secondly leaders will have to create cultural islands where people from differently occupational and national cultures can spend suspend some of the rules and talk to each other more directly, for example, about how they view trust, how they view authority, or how they deal with bosses that make mistakes.
If leaders can’t create those kinds of cultural islands, they won’t be able to create teams that can actually work."
The generation known for being the most tech-savvy is also among the most difficult to retain. As the Baby-Boomers trickle into retirement, securing the leadership pipeline is quickly become one of the most serious HR problems of the decade.
The simple reason is because Gen Y won’t stick around long enough to gain a holistic understanding of an organisation’s business operations.
Simply hanging on to the social-media generation is quickly becoming one of the foremost concerns for HR and senior management alike.
FORGET what your teachers said, practice doesn't make perfect.
At least it doesn't when you practise over and over again without a break. Sydney scientists have found learning improves when students take a rest from continuous study or training.
''It seems intuitive that every minute of study should make you better, but, actually, if you do too much it might backfire and you end up wasting time,'' said the study's lead researcher, Joel Pearson.
Taking a break is secret to success. Sydney scientists have found learning improves when students take a rest from continuous study or training.
There is no such thing as best practices. The reality is best practices are nothing more than disparate groups of methodologies, processes, rules, concepts and theories that attained a level of success in certain areas, and because of those successes, have been deemed as universal truths able to be applied anywhere and everywhere. Just because someone says something doesn’t mean it’s true. Moreover, just because “Company A” had success with a certain initiative doesn’t mean that “Company B” can plug-and-play the same process and expect the same outcome. There is always room for new thinking and innovation, or at least there should be.
There is no bigger cliché in business psychology than the idea that high self-confidence is key to career success. It is time to debunk this myth. In fact, low self-confidence is more likely to make you successful.
Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions.
A good explanation on why networking and informal relationships are necessary and not sleazy!
"To their detriment, women perceive cultivating relationships and mobilizing them on their behalf as, at best, an occasional necessity rather than the key exercise of leadership. They fail to see that the practice of seeking out powerful people, cultivating favor and cashing in those chips is itself a demonstration of leadership potential."
More than ever managers must have just as strong of a pulse on the business (internally and externally) as those who are managing it on the front lines. Most importantly, managers must quickly earn trust from their colleagues to inspire team unity and collaboration that is centered on the fundamental principles of loyalty, communication and transparency.
Why disagreement and conflict are critical for organizations to progress.
3 highlights to innovate:
- Find people different from us - Find ways to engage with them - Work with partners who are not echo-chambers
Comments from Ali Godding (Employee Engagement Manager at Grass Roots):
As Nita Clarke, Vice Chair of the Employee Engagement Task Force said (I paraphrase) "When disaster strikes an organisation, whether that disaster be to do with market positioning or health and safety, you can be sure someone knew it was coming. Often people were to afraid to say anything or didn't believe they would be listened to, in some circumstances, sadly they did say something and were ignored"
As managers we can sometimes feel that we know what's best. It takes courage to acknowledge we don't.
So lets all commit to developing the skill of really listening to people and gaining the confidence to facilitate the kind of good disagreements that make real progress possible."
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