Almost all decisions, big and small, are choices between exploring new possibilities and exploiting old ones. When you explore, you select an option that’s unknown—or reexamine one that wasn’t optimal in the past to get new information about it.
You will often hear that those with some of the most publicized successes arrived at those accomplishments by simply out-working those around them.
Rikke Bräuner's insight:
"Eventually the familiar routine of your comfort zone will keep you from learning, and experiencing new things that are potentially good for us" - How often do you step out of your comfort zone to learn?
Often leaders have the best intentions, but people cannot read their minds. That's why it's important to declare yourself: Tell people why you choose to lead and the code you live by.o be clear and consistent.
To solve a conflict and reconcile your team or improve your relationship, apply the 7 following steps. It will help you to develop greater control of yourself and of situations which may arise in your life.
What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of ...
Rikke Bräuner's insight:
I could qoute many insights from Simon Sineks 11 minutes and 59 second Ted Talk. If you are a leader - or work with developing leaders - I encourage you to spend those 11 minutes and 59 seconds to be inspired
With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?
Easy to illustrate, more difficult to live. Start with yourself and support diverse team members in collaborating, sharing info, believing in own ideas and come forward with them, participate and feel responsible in brainstorming and taking on team responsibility and be willing to change how they work. Discuss with your teams how they individually can come forward in these areas in their own individual way.
"Whatever is unresolved becomes a stressor" Managers add stress to their lives by postponing important conversations and letting them build up until their heads start to feel like a balloon waiting to burst.
When reflecting on successful coaching engagements, I have tried to identify the key common attributes of these individuals. What has separated these individuals who have been receptive to the coaching process in comparison to those who tend to resist the key concepts, insights and changes that would appear to make them more effective?
From my experience, it appears to come down to mindset; whether individuals have a fixed or a growth mindset.
In my long career I have again and again faced the fact the many leaders forget "why" when communicating with their teams/organization. Remember to articulate and communicate the bigger picture by understanding the ‘why’ as well as ‘what’ and ‘how’. This articles points out 9 other insights on what coaching leaders do.
Will you reach new heights in 2013?(Photo credit: brewbooks) The New Year is a great opportunity to reset your leadership aspirations. While we step back to think about taking our organizations to higher levels each year, rarely do we step back with...
This move towards developing and embedding a "coaching culture" is helping organisations get a better return on investment in coaching and use it to make them more resilient to change.
During an economic downturn, a knee-jerk reaction organisations often have is to slash investment in learning and development. But these turbulent times have actually proven to be very positive for the coaching market, with savvy organisations realising that it can help them manage change better, and improve their chances of success when the market picks up again.
According to the Chartered Institute of Personnel and Development (CIPD), the number of organisations using coaching for line managers has actually risen slightly in the past three years, from 49% in 2009 to 52% in 2012. Furthermore, around 16% of organisations are using external coaches to help them build coaching capability internally.
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