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Coaching Leaders
Helping leaders to develop themselves and others
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Managing a Negative, Out-of-Touch Boss

Managing a Negative, Out-of-Touch Boss | Coaching Leaders | Scoop.it

The most frequent question the author get asked by the 250,000 people enrolled in his MOOC on leadership is, “How do I deal with my boss who is not only dissonant, but quite negative?” These bosses are “dissonant” in the sense that they’ve lost touch with themselves, others and their surroundings — and it’s nothing new. They come across as negative, self-centered, focused on numbers, and their employees feel like they’re being treated as resources or assets (not as human beings).


Via Vicki Kossoff @ The Learning Factor, Amy Melendez
David Hain's insight:

If you don't manage upwards, you won't be able to manage downwards effectively!

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Vicki Kossoff @ The Learning Factor's curator insight, May 28, 2014 6:51 PM

Start by understanding the neuroscience to manage a negative, out-of-touch boss.

donhornsby's curator insight, May 29, 2014 9:24 AM

(From the article): So what do you do if you have a boss who’s fallen into this trap? First, recognize that these bosses are diminishing themselves and their ability to effectively lead others. They can deliver on known tasks — mostly routine tasks — but this style returns the least amount of innovation, the lowest levels of employee engagement, and often the lowest performance from teams.

Lumus360's curator insight, June 9, 2014 6:37 AM

Great article – Which raises the questions:  How did he/she get to this point of being dissonant and #negative? & How do we #feedback our view of him/ her, right now, without completely destroying his/her confidence.  Or do we break their confidence and wait and see what arises from the ashes?

Rescooped by David Hain from Value: Trust
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The Community of Leaders » Trustworthy Leadership

The Community of Leaders » Trustworthy Leadership | Coaching Leaders | Scoop.it

One of the business issues gaining in importance is the trust – or lack of trust – that we have in our large corporations.


Via ozziegontang, Annette Schmeling
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ozziegontang's curator insight, March 27, 2013 7:23 PM

In Vistage, the foundation of its Values, at the base of a triagle is: Trust. Up one side is Caring, up the other side is Challenge, and in the middle is growth.


Dan Ariely speak about the Cost of the Social Norm which is based on Trust and Social Relationships. The Market Norm is based on Financial Transactions.  When the Social Norm is replaced by the Market Norm he says it is extremely difficult if not impossible to regain the trust.


Trust cannot be bought, it must be earned.


If you lose my trust by your behavior, then I can trust that I cannot trust you.


Lee Thayer speaks of Leadership is a role that one plays. If one plays it well and is had by a vision that may outlast them, then history recognizes them as leaders. Those who we recognize as historical leaders did not have access to the 10,000 books that we have today on Leaderhship, yet what they accomplished was because of their competence at doing what needed to be done to accomplish their leadership role.


As Simon Sinek reminds us:  They had followers.





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Learning The Softer Side Of Leadership

Learning The Softer Side Of Leadership | Coaching Leaders | Scoop.it

Leaders' primary objective is to empower others to make decisions and take actions that are aligned with the organization’s vision, purpose, and strategy. These nuances are the softer side of leadership, beyond the technical skills that you have already mastered.

 

Leadership is the "eighth wonder of the world." It is better seen and felt than defined and said. It’s easy to intellectualize, but elusive to actualize.

 

The world’s most impactful leaders in all arenas, from business to government, understand the paradox that although leadership starts with the leader, it’s never about the leader. This wisdom should be emulated and applied by everyone who aspires to leadership.

 

Read more: http://bit.ly/yljo4z


Via Martin Gysler
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Classic Leader Traits: 5 Lessons from Lincoln

Classic Leader Traits: 5 Lessons from Lincoln | Coaching Leaders | Scoop.it

"Leaders are rarely the first person to see an opportunity, but they’re the first to seize an opportunity."

 

Excerpted from 5 leadership lessons from Lincoln.

 

 


Via Deb Nystrom, REVELN, Bobby Dillard, John Michel
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Deb Nystrom, REVELN's curator insight, July 3, 2013 7:04 PM

It's a helpful post:  simple, clear and well-timed for the July 4th holiday, referencing the critical impact of followership on leadership and Lincoln's great model for us all.  ~  Deb

John Michel's curator insight, July 3, 2013 10:39 PM

Have you ever wondered what makes a leader? We’ve heard that leaders have followers, but is there more? Leaders are going somewhere. What would you think of someone who claimed to be a leader, was surrounded by followers, but was going nowhere? Unfortunately, that’s the situation for many teams, organizations, and nations. So what really makes a leader?

David Hain's comment, July 4, 2013 3:06 AM
Happy 4th July to all my American friends!
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Supportive Leadership – The 5 Basic Rules

Supportive Leadership – The 5 Basic Rules | Coaching Leaders | Scoop.it

More than two thirds of all problems in our society result from a decrepit leadership culture in economy and politics which allows indispensable profound reforms (i.e. climate protection, finance and tax legislation) and “green” technologies for our environment and thus a qualitative (and not just quantitative) growth to only a limited extent. The whole of Europe is deeply in dept. The standards of living and raw materials become more and more expensive. Nature and “deceived” people strike back because leadership elites show a high degree of inertia. Those responsible lack the capability to anticipate in time the necessary processes of innovation and change, to control and implement them.

 

It is true that companies impart specialized competences, but they criminally neglect the training for key skills like competences regarding change, relations, creativity and leadership. However, it is exactly these skills which ensure a sustainable power of success of an exceedingly demanding society and a flexible employability of its people – even in critical times.

 

Read more: http://bit.ly/IHxu0U


Via Martin Gysler
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