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When an “uncompromising promise” becomes part of the fabric and folklore of an organization it takes on a life of its own.
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Leaders lead others, but sometimes they don’t realize that the best leaders never stop improving themselves; they are passionate about learning and teaching, and their passion spreads to those who work around them.
It has been said that leaders are discovered, but really they are developed. Success is an ongoing process of improvement and adjustments.
So how do you self-develop your leadership skills?
Good leaders know they don’t have all the answers.
It’s easy for leaders to fall into the trap of thinking they need to have the answer to every problem or situation that arises. After all, that’s in a leader’s job description, right? Solve problems, make decisions, have answers…that’s what we do! Why listen to others when you already know everything?
Good leaders know they don’t have all the answers. They spend time listening to the ideas, feedback, and thoughts of their people, and they incorporate that information into the decisions and plans they make. When a person feels listened to, it builds trust, loyalty, and commitment in the relationship. Here are some tips for building trust by improving the way you listen in conversations:
Business owners are not universally noted for their active listening skills, and any efforts made by them to improve their skills in this area, can pay long term dividends for themselves and their businesses.
Because active listening requires effort and overt behaviour, it is not something that comes naturally to a busy business owner, and is a skill that requires both understanding and practice to master.
This excellent article, outlines the important purposes active listening serves, and it suggests three useful techniques that can help any business owner to improve their active listening skills.
No matter how much ‘work’ you’ve done, it is always valuable to revisit your personal values and core beliefs.
Woth reflecting on your preference and you blind spot.
"The dreaded Krispy Kreme... (Photo credit: Wikipedia) What is it about self-control that makes it so difficult to rely on? Self-control is a skill we all possess (honest); yet we tend to give ourselves little credit for it."
"With this success/failure dichotomy in mind, I give you six strategies for self-control that come straight from new research conducted at Florida State University. Some are obvious, others counter intuitive, but all will help you eliminate those pesky failures and ensure your efforts to boost your willpower are successful enough to keep you headed in the right direction for achieving your goals."
We believe that excellence mean being effective and innovative and as such we are creating a guide for the development of practice excellence. One of the pillars of successful youth work we hold to is that of reflective practice ...
Applicable not just in youth work but in all work!
We've all heard about hard skills and soft skills.
In reality, there is nothing “soft” about the skills needed to relate to people well enough to lead them. True leadership involves both hard skills and harder skills.
Leadership has its own set of occupational skills, such as the ability to synthesize data; the clarity to make timely and informed decisions; the capability to define priorities and goals; and the aptitude to see situations from a wide, organizational perspective.
On the behavioral side, leadership requires an exceedingly high degree of skill in working with and for others, holding others accountable to their commitments, and marshaling others to work together while following you into the future.
It’s the feedback that’s never given and the coaching that never occurs that keeps individuals and organizations from improving, learning and growing.
The very process of formulating our core beliefs, so that we can express them to others, will help us better understand ourselves. Suspending judgment, suspending assumptions, and listening to others express their core beliefs will give us new ways of understanding our ourselves. Through increased mutual understanding, from core belief dialogue, we will live and work better as a community.
Hearing, for the most part, is a no-brainer. When we listen, that’s when the neurons really fire.
Scientists have discovered that the brain circuits we engage when we think about social matters, such as considering other people's views, or moral issues, inhibit the circuits that we use when we think about inanimate, analytical things, such as working on a physics problem or making sure the numbers add up when we balance our budget. And they say, the same happens the other way around: the analytic brain network inhibits the social network.
Finally this article says what everyone should know about sale, but it's also valid both in the social media world and, of course, in the real life. Be a person who gives is always the best path to receive more in return, even if you do not expect that and it's not your goal. [note Martin Gysler]
Bob Burg, co-author of The Go-Giver, says high-pressure sales are the wrong way to go.
To many people, sales is a shady profession, predicated on shark-like closing techniques, manipulation, and shallow, transactional relationships. Bob Burg says that’s exactly the wrong approach. “Top salespeople, the best of the best, understand that when it comes to selling, it isn’t about them or their product or service. It’s about the other person and how they benefit from it,” he says. Burg, co-author (with John David Mann) of the bestselling The Go-Giver: A Little Story about a Powerful Business Idea and their follow-up Go-Givers Sell More, admits his emphasis on the other person “sounds Pollyanna-ish.” But he’s convinced that a low-pressure – even no-pressure – approach will ultimately result in far more sales (not to mention greater career satisfaction for its practitioners).
Read more: http://www.forbes.com/sites/dorieclark/2012/11/11/to-succeed-in-sales-suspend-your-self-interest/
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Taking part in the adventure of persuading others, sweeping them up into an idea, an unexpected action or an unproven vision, is a wonderful experience. The ability to create excitement all around you is what leadership is about.
Good grief -- I like some of what this article says but there is one glaring error: the confusion between persuasion and influence, particularly for leaders.
So what the heck is the difference between the two, why is it important, and what has it got to do with storytelling?
Well -- persuasion is getting someone to do something. Parents use persuasion all the time: "Finish your dinner or you won't get dessert." Or "Sit Fido and you'll get a treat!" Bosses use persuasion too: "Finish this report by X date or forget that promotion." We all use persuasion.
Influence however, is the power or capacity to cause an effect in indirect or intangible ways. Influence is more often 'showing' what needs to be done which then moves someone to take action -- hopefully in a desireable way.
There are many facets to influence including reciprocity, commitment, social proof and others (see Influence: The Psychology of Persuasion by R. Cialdini, 2006).
Leadership at the highest levels is about influence, not persuasion. Management is about persuasion. Confusing persuasion and influence creates leadership that can feel more like manipulation than willing participation.
Storytelling -- IMHO -- lies squarly in the camp of influence. And leaders definitely need to master storytelling as an way to both engage and influence.
The list this author has created for leaders to focus on to be persuasive is mostly all about influential qualities to imbue in a leader's storytelling. Except the first one -- threats and consequences. Outlining global consequences if an organization does not change can be part of an influential conversation. Threats, not so much. That's pure persuasion.
Go read the rest of the list and let me know what you think!
This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it ;
Efforts to understand how we can make decisions more effectively can lead to an improvement in outcomes, writes Philip Delves Broughton in Financial Times.
How to improve your decision-making:
● The ability to make good decisions fluctuates throughout the day. Don’t exhaust yourself with small choices. Save your decision-making energy for what matters.
● Good process leads to good decisions. Consciously work to challenge the bases of decisions and the biases and prejudices of decision makers.
● Make decision-making a constant and flexible process. Keep a running list of several options for important decisions, discussing them with fellow managers and updating them with new discoveries. This lessens the drama of big decisions and allows for more course corrections en route.
● Seek ways to distance yourself from the emotion of decision-making. Going over the decision in a second language might sound a strange approach, but it has been shown to lead to more rational decisions.
A new study has found that participating in an 8-week meditation training program can have measurable effects on how the brain functions even when someone is not actively meditating. In their report in the November issue of Frontiers in Human Neuroscience, investigators at Massachusetts General Hospital (MGH), Boston University (BU), and several other research centers also found differences in those effects based on the specific type of meditation practiced.
"The two different types of meditation training our study participants completed yielded some differences in the response of the amygdala – a part of the brain known for decades to be important for emotion – to images with emotional content," says Gaëlle Desbordes, PhD, a research fellow at the Athinoula A. Martinos Center for Biomedical Imaging at MGH and at the BU Center for Computational Neuroscience and Neural Technology, corresponding author of the report. "This is the first time that meditation training has been shown to affect emotional processing in the brain outside of a meditative state."
"You wouldn’t deliberately dilute your own credibility. But it’s possible that some of your innocent behaviors are producing precisely that unintended consequence.
Credibility problems can come in the form of trust busters. Let’s consider two of the most common ones, along with their fixes that I call trust builders."
Trust Buster #1: Double Talk
Trust Builder #1: Clear the Fog
Trust Buster #2: Pulling Rank
Trust Builder #2: Drop the Pretense
Read the complete article for insightful details.
Where Should You Spend More Time?
You get caught up in the busyness of the day-to-day.
You say you don’t have enough time.
Yet, the question isn’t where are you spending your time…
But rather, where should you be spending your time?
At a time when issues like gender inequality in the boardroom and the dearth of women in corporate America continue to make headlines, it is worth asking: How important is the role of a helpful partner in the life of a high-powered female executive?
Brian Vickery runs down the 12 Most Quirky "Q" Qualities of Great Leaders as part of the ABC’s of leadership series.
It can be like an overpowering cologne or perfume. When someone enters the room, the scent overtakes everything, and we can barely breathe.
The same happens when someone’s individual passion overtakes a conversation or decision. What seems to be the unfortunate goal is for one person’s passion to be imposed on others. It is passion domination!
The discussion on passion in organizations gets very interesting as we dig into it. There are issues to be highlighted and resolved.
One key question is: Can passion be transferred?
The question centers on two dimensions:
1) Personal passion
2) Organization passion
Read the complete discussion and join the conversation.
When we give up ownership of our lives, we give up control. In this guest post, Anne-Sophie Reinhardt provides four steps for getting it back.
(Photo credit: Wikipedia) No matter how miserable you are feeling at the moment, if you look back, there have surely been events in your life that have made you happy. Maybe the time you bought your first car, or the time you received that long-desired...
“They just don’t understand me!” This is one of the most popular excuses from employees that are having trouble creating impact and influence in the workplace.
The trick is to connect with your colleagues in ways that promote transparency and unity. People must learn how to feel comfortable about sharing more about themselves; their personal selves.