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Gregg Steinhafel is one of those leaders who never uses the word “I.” In a recent exclusive interview with Fast Company, the CEO of Target Corporation peppered his conversation with “we" without once referring to that tired chestnut that there is...
Via Gary Morrison
Examine the world’s greatest leaders and you’ll find them all to be exceptional communicators:
Learn to communicate with clarity. Simple and concise is always better than complicated and confusing.
The best communicators are not only skilled at learning and gathering information while communicating, they are also adept at transferring ideas, aligning expectations, inspiring action, and spreading their vision.
The rigidity of a closed mind is the single greatest limiting factor of new opportunities.
A leader takes their game to a whole new level the minute they willingly seek out those who hold dissenting opinions and opposing positions with the goal not of convincing them to change their minds, but with the goal of understanding what’s on their mind.
Great leaders know when to dial it up, dial it down, and dial it off (mostly down and off).
Do not to let your ego write checks that your talent may cash. Good communication is about empathy and caring and not about arrogance of an over inflated ego. Empathetic communicators display a level of authenticity and transparency.
Take a moment and reflect back on any great leader that comes to mind… you’ll find they are very adept at reading between the lines. They have the uncanny ability to understand what is not said, witnessed, or heard.
Develop a technical command over your subject matter. If you don’t possess subject matter expertise, few people will give you the time of day
Leaders don’t always have the luxury of speaking to individuals in an intimate setting. Great communicators can tailor a message such that they can speak to 10 people in a conference room or 10,000 people in an auditorium and have them feel as if they were speaking directly to each one of them as an individual.
Another component of communications strategy that is rarely discussed is how to prevent a message from going bad, and what to do when does. It’s called being prepared and developing a contingency plan.
Read the whole article here:
Via Karin Sebelin
Empathy is the ability to identify and understand another's situation, feelings, and motives. Find out why this is so important in the workplace.
A few weeks ago, I came across a bumper sticker that said: "I am not good at empathy. Will you settle for sarcasm?" The humor in the bumper sticker led me to think of the slight unease or self-conscious discomfort that many people feel when a term such as "empathy" is introduced in a business environment. Notions of "touchy-feely," spring to mind.
Via Edwin Rutsch
Some individuals have an intense heads-down focus on delivering a finished task. Others prefer to build camaraderie and esprit de corps. A welcome few understand all work gets done by and through people. They practice the art and science of delivering solid results and developing/maintaining relationships by using their heads to manage and their hearts to lead.
Via Richard Andrews, Jose Luis Anzizar
With the fading of other types of hero, today we look to the CEO as a guide not just in business, but also in other areas of life. Why should we do this? While there are many varieties of corporate leader, their ability to mobilize a group of people with a sense of meaning and purpose, to harness and align human energy, and to make a concrete difference in an important area of life gives them credibility to speak to us.
Via Fabrice De Zanet
We want to follow people with confidence, charisma and a strong sense of direction. Confidence inspires, attracts, excites and ignites. We think, “they sure do seem to know what they’re doing…” And yet, I have observed that confidence, without humility, can be dangerous. I have seen it significantly limit a leader’s effectiveness. They stay their course, but may miss important input. People may follow, but not with their full spirit. Truly confident leaders are secure enough to embrace and share their humility. In the long run, their humility makes them stronger.
Michael Carroll describes the “talent of humility,” in his book The Mindful Leader. He shares that when leaders understand they are part of a much bigger scene that is not fully within their control, they are free to show up more human. It’s from that humility, that they can confidently show up to do the best work possible. They offer more of their whole selves to the moment.
READ MORE HERE: http://letsgrowleaders.com/2012/09/04/humility/
Via Charney Coaching & Consulting, Metta Solutions
Not doing is one side of finding success.
What's your list of things you would never do as a leader?
How often do you violate it? Do you ask for this list when you interview managers and executives? How many "wrong" things do you catch them at doing on a daily basis? Do you coach them on the spot in how to never do that again.
IMPACT Hiring Solutions
Via Jean-Philippe D'HALLUIN, Barry Deutsch, Bobby Dillard
Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.
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