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Helping leaders to develop themselves and others
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Classic: What is success? Do You Have the Will to Lead and Answer the Toughest Questions? - Peter Koestenbaum

Classic:  What is success?  Do You Have the Will to Lead and Answer the Toughest Questions? - Peter Koestenbaum | Coaching Leaders | Scoop.it

Philosopher Peter Koestenbaum poses the truly big questions: How do we act when risks seem overwhelming? What does it mean to be a successful human being?

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How can we muster the guts to burn our bridges and to create a condition of no return?

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{Have you asked yourself:]  How in the world did I get here? Or wrestled with ...strategic choices -- all of which seem hard and unpleasant -- and said, What happened to the fun part of being in business? According to Peter Koestenbaum, those uncomfortable questions -- those existential quandaries -- are at the root of issues that great leaders deal with all the time, and they influence every decision that must be made.
  
More than 25 years ago, Koestenbaum traded the cloistered halls of academia for the front lines of the global economy. It's not unheard-of for this philosopher, a tireless 71-year-old with thick glasses and a flowing beard, to visit clients across three continents in a single week. His agenda: to apply the power of philosophy to the big question of the day -- how to reconcile the often-brutal realities of business with basic human values -- and to create a new language of effective leadership. ...The more you understand the human condition, the more effective you are as a businessperson. Human depth makes business sense."

     

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Change -- true, lasting, deep-seated change -- is the business world's biggest and most persistent challenge. 

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Koestenbaum's wisdom makes sense to leaders at such giant organizations as Ford, EDS, Citibank, Xerox, Ericsson, and even one of Korea's chaebols. ... At Ford, Koestenbaum contributed to the company's 2,000-person Senior Executive Program throughout the 1980s. In more than a decade at EDS, he led seminars and coached hundreds of top executives, including then-chairman Les Alberthal. 

 

"Everything I do," says Koestenbaum, "is about using themes from the history of thought to rescue people who are stuck." His logic: Change -- true, lasting, deep-seated change -- is the business world's biggest and most persistent challenge. But too many people and too many companies approach change by treating it as a technical challenge rather than by developing authentic answers to basic questions about business life. 


WHY DOES BEING A LEADER FEEL SO HARD TODAY?

Because reckoning with freedom is always hard ...We're living in a peculiar time: It's marked by a soaring stock market, the creation of tremendous wealth, an explosion in innovation, and the acute alienation that occurs when the global economy hits the average individual. 

The message is, You're living in the best country in the world at the best time in history; you have an amazing degree of freedom to do what you want, along with an unprecedented opportunity to build immense wealth and success -- and to do it more quickly than ever before. Of course, the average individual has as much of a chance of launching a skyrocketing IPO as he or she has of becoming a movie star. 

       
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There's a terrible defect at the core of how we think about people and organizations today. ...There is little or no tolerance for the kinds of character-building conversations that pave the way for meaningful change.
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What's even more disturbing is that the ascendancy of shareholder value as the dominant driving force in business has resulted in a terrible insensitivity to basic human values. 

THAT'S A HEAVY BURDEN TO PLACE ON LEADERS. THEY MUST NOT ONLY GUIDE ORGANIZATIONS BUT ALSO WRESTLE WITH BASIC PHILOSOPHICAL QUESTIONS.

 

There's a terrible defect at the core of how we think about people and organizations today. There is little or no tolerance for the kinds of character-building conversations that pave the way for meaningful change. The average person is...riveted by the objective domain...where our metrics are; that's where we look for solutions. ...That's why books and magazines that have numbers in their titles sell so well.

 

We'll do anything to avoid facing the basic, underlying questions: How do we make truly difficult choices? How do we act when the risks seem overwhelming? How can we muster the guts to burn our bridges and to create a condition of no return?

     

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...Managing polarity teaches us that there are no solutions -- there are only changes of attitude. 
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There's nothing wrong with all of those technical solutions. They're excellent; they're creative; they're even necessary. But they shield us from the real issues: What kind of life do I want to lead? What is my destiny? How much evil am I willing to tolerate?

      

...Managing polarity teaches us that there are no solutions -- there are only changes of attitude. When you grapple with polarities in your life, you lose your arrogant, self-indulgent illusions, and you realize that the joke is on you. To get that message makes you a more credible human being -- instantly. 

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As always in our ScoopIt news, click on the photo, video or title to see the full version of the Scooped post.

    

Related posts by Deb:

    

6 Steps Beyond Industrial Age Performance Appraisals    Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!

         

Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems

    

Messing up a Change Implementation with Someone Else’s Learning Culture?

          

Stay in touch with the monthly Best of the Best news, taken from Deb's  9 multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

          

Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  

 


Via Deb Nystrom, REVELN, Mark E. Deschaine, PhD
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Deb Nystrom, REVELN's curator insight, August 19, 1:33 PM

I've recently learned that this classic article is the most downloaded article from Fast Company.  If you read it, you'll see why.  It asks the beautiful, and extraordinarily difficult questions about business and life. Changing perspective, and ultimately changing attitudes, is the big challenge in making lasting change fully sustainable.~  D

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Leadership Is About to Get More Uncomfortable

Leadership Is About to Get More Uncomfortable | Coaching Leaders | Scoop.it
Leaders motivated by power over others will not thrive in this new world.We will see more “altrocentric” leaders, who understand that leadership is a relationship and will therefore primarily focus on others rather than themselves. Adept at engaging rather than commanding, they see themselves as just one integral part of the whole. Altrocentric leaders will be capable of long-term vision encompassing both global and local perspectives.

Via F. Thunus
David Hain's insight:

Transparency and complexity make the boss's chair increasingly painful to sit in. Egocentric leaders will struggle more than most>

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Don Cloud's curator insight, July 4, 9:49 AM

The new, ever-connecting, ever-transparent, and ever-more-dynamic world demands true leaders with vision, a passion for setting others up for success, and an insatiable drive to grow more leaders.

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What Makes a Great School Leader?

What Makes a Great School Leader? | Coaching Leaders | Scoop.it
This is the time of year when, for many different reasons, some teachers consider taking positions at other schools. I've received a number of calls from friends and colleagues this spring asking for

Via Tom D'Amico (@TDOttawa)
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gwynethjones's curator insight, May 25, 9:57 AM

This post made my eyes water a bit. Don't know what that means exactly ;-) But I do know I've had some great leaders!


I think every leader CAN be great - it's also up to the school and teachers to help the principal BE a great leader, too!

AnnC's curator insight, May 26, 2:39 PM

Emotional Intelligence, Community Building, Visionary Leadership

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What to Do When Your Managers Don't Trust Each Other

What to Do When Your Managers Don't Trust Each Other | Coaching Leaders | Scoop.it

For smooth execution, people on your team--from upper management to those who toil on the most mundane tasks--need to have confidence in one another. Without trust, people at best second guess those they deal with. At worst, they won't make necessary efforts because, why bother? Other people will only screw things up.


Such is the stuff of office intrigue and backbiting. But it can get worse when the people who aren't inspiring trust are the people on your management team. News flash: That's the situation in many companies, according to a new survey of "200 C-suite executives, senior leaders, and managers" conducted by the Economist Intelligence Unit on behalf of management consulting firm BTS. And, sadly, you, too, may distrust many of the managers working for you.


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

Get trust right, so much follows.  Let mistrust flourish, bad things happen.  Don't address it life is miserable for all.

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Vicki Kossoff @ The Learning Factor's curator insight, April 30, 5:44 AM

What to Do When Your Managers Don't Trust Each Other.

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Research Suggests It's Better to Share Ideas at Work, Not Hoard Them

Research Suggests It's Better to Share Ideas at Work, Not Hoard Them | Coaching Leaders | Scoop.it
If you're worried that sharing ideas at the office will result in someone stealing them and taking credit, relax.

Via F. Thunus
David Hain's insight:

Givers gain!

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How To Foster Employee Trust And Growth Through Constructive Feedback - Forbes

How To Foster Employee Trust And Growth Through Constructive Feedback - Forbes | Coaching Leaders | Scoop.it

How To Foster Employee Trust And Growth Through Constructive Feedback  ~ True leaders understand the power of feedback, but they always make sure that the delivery of feedback is constructive.


Via John Michel, AlGonzalezinfo, Belinda MJ.B
David Hain's insight:

The gift that keeps on giving!

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Chery Gegelman's curator insight, November 23, 2013 8:52 AM

"...Giving people self-confidence is by far the most important thing a leader can do..."

Denise Lombardo's curator insight, November 23, 2013 6:47 PM

Lots of resonance here - in terms of working as a leader with other teachers, and in terms of teaching and providing feedback to students. The notion of postivies plus constructive criticism and honesty aligns with formative assessment principles, too, eg Medals and Missions (Petty).

 

Tony Phillips's curator insight, November 24, 2013 6:12 PM

Leaders can improve their level of engagement theough effective coaching strategies.

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How to Manage Biased People

How to Manage Biased People | Coaching Leaders | Scoop.it

By now it’s generally accepted that if senior leaders suffer from cognitive biases their decisions can severely undermine company performance. Yet, leaders are not the only members of organizations that exercise poor judgment: Non-leaders are sometimes irrational too. Bearing this in mind, it is imperative that strategy-setters make explicit allowance for just how cognitively fragile their employees might be – or else they risk not fully understanding why their “perfectly rational” strategies don’t work.

 

 


Via Philippe Vallat
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Djebar Hammouche's curator insight, November 6, 2013 6:51 AM

How to Manage Biased People 

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Don't Be Afraid to Give Direct Feedback

Don't Be Afraid to Give Direct Feedback | Coaching Leaders | Scoop.it
Until several years ago, I had a hard time confronting my subordinates with direct, straight-up critical feedback. I didn't want the awkwardness I thought would come from telling someone he wasn't do

Via Robyn Jay, Luciana Viter
David Hain's insight:

The more I stop worrying about what people think of me (selfish) and give the feedback I think others need (giving), the more respect I get!

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Don Cloud's curator insight, October 24, 2013 7:38 AM

If you want to set your people up for success -- then you need to provide them what they need ... not what they want.  And the reality is they need honest feedback on how they are performing and where they need to improve.  I've seen it too many times where supervisors fail to provide honest feedback and then complain about their people's performance -- in these cases, the fault in performance belongs to the leader.  Have the courage of character to challenge your people to bring their A-game ... that means you have to let them know when they are falling short and provide them the opportunity to fix it.

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What is the most important trait a leader must cultivate? | SmartBlogs

The following answers are provided by the Young Entrepreneur Council, an invite-only organization comprised of the world’s most promising young entrepreneu

Via Grant Montgomery, Luciana Viter
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Benjamin Franklin, George Washington, And The Power Of Humility In Leadership

Benjamin Franklin, George Washington, And The Power Of Humility In Leadership | Coaching Leaders | Scoop.it

Humility is often associated with weakness - not with strong leaders. In his new book David J. Bobb explains why that's a mistake.


Via Kenneth Mikkelsen
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Eliane Fierro's curator insight, October 3, 2013 4:15 PM

¿Qué te detiene a para mostrar tu vulnerabilidad? La humildad es una fuente de fuerza profunda que genera liderazgo!

Sandeep Gautam's curator insight, October 7, 2013 5:39 AM

It takes great strength to display humility:-)

Graeme Reid's curator insight, December 8, 2013 6:05 PM

It is very rare to meet a leader with real humility.  It is often seen as a weakness rather than a strength.

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Five Leadership Lessons From Cirque Du Soleil

Five Leadership Lessons From Cirque Du Soleil | Coaching Leaders | Scoop.it

A leader is no different from the performers at Cirque Du Soleil. As a leader, you need to combine your skills into a single repertoire from which you trust, lead and inspire your team and people around you.  As a leader, you need to push beyond your comfort level, believe in yourself and your team and pave the way forward.

 


Via Ariana Amorim
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Ariana Amorim's curator insight, September 18, 2013 7:49 AM

Reflective Questions

Are you ready to lead the way?
What are you doing to create an environment of trust, synergy, mindfulness and grace?
How do you bring your creativity out?
What do you do when you feel stuck and in a rut?
What do you do to excel in what you are talented in?

Jenny Ebermann's curator insight, September 18, 2013 9:03 AM

I guess the key phrase here is: believe in yourself!

Anthea Willey 's curator insight, September 18, 2013 3:49 PM

As a leader, you need to push beyond your comfort level, believe in yourself and your team and pave the way forward.

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Are you on this planet to do something, or for something to do? - Jim Kouzes - Leadership

Are you on this planet to do something, or for something to do? -  Jim Kouzes - Leadership | Coaching Leaders | Scoop.it
Jim Kouzes is Dean's Executive Fellow of Leadership at the Leavey School of Business, Santa Clara University and the co-author (with Barry Posner) of The Leadership Challenge: How to Make...
David Hain's insight:

Nice question!

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Don Cloud's curator insight, September 7, 2013 1:08 PM

What is a leader's purpose?  I think the answer is simple ... just look at the impact that he/she has on the people around him/her and the impact that those folks have on others.

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Seven Transformations of Leadership

Seven Transformations of Leadership | Coaching Leaders | Scoop.it

Via Maria Rachelle, Rim Riahi
David Hain's insight:

Wellworth taking the test -  the best I have done!

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Maria Rachelle's curator insight, July 25, 2013 9:20 PM

Exerp from the article: "Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it."

Rim Riahi's curator insight, August 28, 2013 1:52 AM

Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged.

David Hain's comment, August 28, 2013 3:52 AM
The research is based on a sentence-completion survey tool called the Leadership Development Profile. Using this tool, participants are asked to complete 36 sentences that begin with phrases such as “A good leader…,” to which responses vary widely:

“…cracks the whip.”

“…realizes that it’s important to achieve good performance from subordinates.”

“…juggles competing forces and takes responsibility for her decisions.”

By asking participants to complete sentences of this type, it’s possible for highly trained evaluators to paint a picture of how participants interpret their own actions and the world around them; these “pictures” show which one of seven developmental action logics—Opportunist, Diplomat, Expert, Achiever, Individualist, Strategist, or Alchemist—currently functions as a leader’s dominant way of thinking. Leaders can move through these categories as their abilities grow, so taking the Leadership Development Profile again several years later can reveal whether a leader’s action logic has evolved.
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Why you should learn to love feedback.

Why you should learn to love feedback. | Coaching Leaders | Scoop.it

It's no secret that many people avoid feedback like it's a plague. 

The more frequent the feedback, the easier it is to learn and improve


Via donhornsby, Les Howard, Gust MEES
David Hain's insight:

Without great feedback loops, it's really hard to grow intelligently - so why is are they in short supply in so many organisations?

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donhornsby's curator insight, July 29, 8:46 AM

(From the article): With more information flowing via computers and the Internet, there is now, more-not-less-demand for every manager to provide accurate and frequent feedback to every employee.  People want to know exactly what they need to do to perform well on the job. 

Gust MEES's curator insight, August 19, 1:06 AM

The more frequent the feedback, the easier it is to learn and improve


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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, 6:51 PM

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

donhornsby's curator insight, May 29, 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, 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?

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Getting Leadership Support for Storytelling: How To

Getting Leadership Support for Storytelling: How To | Coaching Leaders | Scoop.it

Via Karen Dietz, michaelpohl360
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Karen Dietz's curator insight, May 21, 12:43 PM

Here's a handy, quick and dirty chart to keep in mind when advocating for storytelling in an organization. It covers all the salient points.


The only BIG piece I would add in the "Educate" category is -- give executives an experience! Don't tell them about storytelling, have them directly experience it themselves. Then debrief the experience so they get not only how it works, but the benefits. That's the magic that's been working for me for years.


So add "experience storytelling" into the mix and you will have greater success.


This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it 

Patricia Stitson's curator insight, May 22, 12:08 PM

Karen,

 

I like to explore how that tell those stories through other learning going on in the company.  For example, how could you integrate a piece of the corporate story into an eLearning module meant to teach a particular tool or skill set?

michaelpohl360's curator insight, May 23, 2:39 AM

Here's a process on how to establish storytelling as a skill among leaders. I'd just extend its scope to other roles in an organisation as well: sales processionals, consultants, customer service managers and others. They also benefit from personal and organisational storytelling, but all may be educated along this four-step approach. With stories, you inspire, impact, educate and convince people rather than with facts. Storytelling is relevant for a leaders' business.

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The End of Leadership--at Least As We Know It!

The End of Leadership--at Least As We Know It! | Coaching Leaders | Scoop.it

America is currently facing a crisis of leadership in business and in government. Yet at the same time – participation in leadership seminars and programs has never been higher. The leadership industry, with many of  its roots in America, is now a $50 billion industry. 


Kellerman explains that the current state of leadership is no better understood or produced than it was 40 years ago and that followers are becoming more and more disenchanted by those who are leading them.


Though the leadership industry thrives, leadership in practice is declining in performance.




Via Gust MEES
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Ivon Prefontaine's curator insight, March 29, 2:33 PM

Leadership has been changing for some time, but not uniformly. It is not readily evident in education that hierarchy is a thing of the past. What this means is that we are educating children and youth in a model that theorists think is passe. No wonder we have a crisis. Practice and theory are not separate, they are fused.

Deborah Verran's comment, March 29, 6:13 PM
Leadership is not just about having ability it is all about demonstrating that ability in practice i.e. standing up & accepting both responsibility & accountability
Gust MEES's comment, March 29, 6:40 PM
Hi Deborah Verran, I agree by 100%! Have a great day :)
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Why Old Leaders Drive Young Leaders Crazy

Why Old Leaders Drive Young Leaders Crazy | Coaching Leaders | Scoop.it

ienceOld leaders think they know something today because they knew something yesterday. Knowledge closes their minds and limits their curiosity.

Young leaders look down their noses at old leaders and think, “Stop being set in your ways. Fear controls you!”


Via F. Thunus
David Hain's insight:

Is your 25 years experience real? Or is it one year, repeated 25 times?

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donhornsby's curator insight, March 21, 7:14 AM

Young leaders look down their noses at old leaders and think, “Stop being set in your ways. Fear controls you!”

John Michel's curator insight, March 21, 10:22 AM

Old leaders are so busy clinging to what they have that can’t reach for what could be. New ideas are threats not opportunities. Young leaders lose passion when old leaders say, “We’ve always done it that way. Old leaders don’t realize the devastation of destroying youthful energy.

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Trying to motivate your team? It’s the little things that count

Trying to motivate your team? It’s the little things that count | Coaching Leaders | Scoop.it
Again and again studies have shown the overwhelming benefits of having an engaged and driven workforce, with everything from your business profits to organisational reputation affected by your ability to motivate your staff.

Via Penny Baldwin French, Blair Kettle
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Snapping out of your leadership struggle

Snapping out of your leadership struggle | Coaching Leaders | Scoop.it
Leadership can be emotionally difficult at times, and that’s natural for any human being who takes their work to heart.

Via F. Thunus
David Hain's insight:

Life can be emotionally difficult - leaders need to show others how to deal with it...

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Why You Must Lead Differently As Your Team Grows

Why You Must Lead Differently As Your Team Grows | Coaching Leaders | Scoop.it
Leading teams of less than 10 people is different than leading teams of 10-30, and then leading teams of more than 30 presents additional challenges and opportunities.

Via Anita
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Anita's curator insight, October 16, 2013 10:57 AM

Are you prepared to lead larger and larger teams?

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Leadership: Why do we Fail ? | Authentic Leader...

Leadership: Why do we Fail ? | Authentic Leader... | Coaching Leaders | Scoop.it
Whether we admit it or not, all of us have failed in our lives sometime or the other.Successful people take failure as a learning step in the right direction. In fact, it is good to fail sometimes, but why do we fail ?

Via F. Thunus
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donhornsby's curator insight, October 11, 2013 7:37 AM
(From the article): Whatever problems we might be facing, we have to believe in ourselves and have trust on ourselves. We have to remember that as long as we are alive, we have the ability to try and solve it .   To overcome failure and succeed, we have to keep on moving. 
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Data Overwhelm: Tell Better Stories Instead

Data Overwhelm: Tell Better Stories Instead | Coaching Leaders | Scoop.it
Storytelling in business is the only way we can derive meaning from the cacophony of communication that fills our lives.

Via Karen Dietz
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Karen Dietz's curator insight, September 26, 2013 11:53 AM

This is a great inforgraphic and the blog post has a powerful message to go along with it. With people overwhelmed with data and information, help them sort through it by sharing stories instead. That's what creates meaning. And trust. And better communications.


This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it

Cilian Fennell's comment, September 27, 2013 6:40 AM
Excellent. I was just thinking about this last week- http://www.cilianfennell.com/storytelling/
Karen Dietz's comment, September 27, 2013 12:03 PM
Fabulous Cilian. Glad it is making the rounds. Thanks for the comment and link!
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3 Key Leadership Tips From Twitter CEO Dick Costolo

3 Key Leadership Tips From Twitter CEO Dick Costolo | Coaching Leaders | Scoop.it

Here are some of Costolo's tips for successful leadership as he guides Twitter toward a possible entrance onto Wall Street.


Via Karin Sebelin
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Karin Sebelin's curator insight, September 11, 2013 3:25 AM

1. Don't try to make friends.
"As a leader, you need to care deeply, deeply about your people while not worrying or really even caring about what they think about you," Costolo said. "Managing by trying to be liked is the path to ruin." 

Costolo admits this is easier said than done, but added it's important to avoid simply telling your employees what they want to hear. Don't apologize for making a tough decision, he said, be confident and clear when dictating what must be done.

2. There are many different ways to be a successful leader.
Often, particularly in Silicon Valley, successful CEOs are overanalyzed and placed under a microscope. "We take notes and we feverishly try to imitate what they've done to be successful," Costolo said. "The reality is, these people are the same people they were 10 years ago, and are going to be 10 years from now when it may not work at all for them.

The very same person they are today that's lionized may be frowned upon 10 years from now." Leadership techniques change, so it's vital to understand there are many paths to success.

3. Be transparent.
"The way you build trust with your people is by being forthright and clear with them from day one," he said. "You may think people are fooled when you tell them what they want to hear. They are not fooled." As a leader, people are always looking at you, Costolo continued. Don't lose their trust by failing to provide transparency in your decisions and critiques.

Read the article!

David Hain's comment, September 11, 2013 4:03 AM
Thanks Karin! Good spot!
Karin Sebelin's comment, September 11, 2013 4:07 AM
Thank you David :-)
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Creating a Company Vision Story

Creating a Company Vision Story | Coaching Leaders | Scoop.it
Do you have a vision of where your company will be in three years? In five? 10? Here’s a sure-fire way to get clear about the future you want.

Via Karen Dietz
David Hain's insight:

Great idea!

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Ali Anani's curator insight, September 11, 2013 3:25 AM

A must read. Fabulous article

Karen Dietz's comment, September 11, 2013 8:54 PM
How cool Linda! That must have been a real treat. And thank you Freddy and Ali for your comments.
Debra Walker's curator insight, September 11, 2013 11:30 PM

Visioning is critical for ensuring everyone in the organization can "see" the orgn in the future.  Stories are powerful!