“Celebrating his 75th birthday this month—and the 35th anniversary of the founding of his leadership development company later this year, Ken Blanchard hopes a couple of simple truths he has championed will prove enduring: —All good performance...”
Via James Schreier
“It is not in the stars to hold our destiny, but in ourselves.” — William Shakespeare, British playwright and poet Let’s face it: business life won’t be getting any easier or slower or less complicated (unless human nature and civilization undergo...
Avoid paralysis by analysis..."Highly effective leaders are decisive when called upon to make tough calls quickly and confidently. Take a moment to assess a difficult situation and then calmly and rationally consider your options. As soon as you have the information you need to make an informed decision, make it. Don't let fear of being wrong prevent you from making what you know is the right call."
Boost in public sector performance dependent on leadership Scoop.co.nz (press release) The Getting to Great report has found that the best performing agencies value authentic leadership, create alignment between role, purpose, and organisational...
Dan Biles's insight:
“Effective and skilled leadership is essential for boosting State sector performance and delivering better public services now and into the future,” Mr Rennie said.
But I believe humility is a character trait that every leader should value and develop. I define it as an everyday choice to credit God for our blessings and others for our successes. Humble leaders understand their place in light of God and others. It doesn’t mean that they devalue their own strengths, just that they acknowledge the areas where they need help. Rick Warren put it this way: “Humility is not denying your strengths. Humility is being honest about your weaknesses.”
It’s okay if you don’t know how much more you can handle. It’s fine if you don’t know exactly what to do next. Eventually you’ll let go of how things ‘should be’ and start to see all the great possibilities in front of you. This is your life – grab the wheel with both hands and keep steering yourself in the right direction.
Leaders have to learn and practice new management techniques to overcome the habits that could be holding them back. In two articles, I examine the obstacles, and later, the factors that can help senior executives overcome them.
As we approach President's day, it seems fitting to honor two wonderful examples of innovation: our first American President, George Washington and our 16th, Abraham Lincoln. Both men were students of their environment--continually examining their surroundings and identifying niches to fill.
The importance of meaningful work to you success and the success of you people cannot be minimized. Old school: work=profit. New school: purpose=profit. The information is clear, a whole new generation of employees will look for and ultimately demand meaningful work. And, the shift and importance of meaningful work to all people is critical. After our survival needs are met, meaning and purpose are the key drivers of potential, innovation, ideation…successful results.
Dan Biles's insight:
The things you love about your work and the things that frustrate you can be used and transformed into personalized tools, simple strategies that help you reset or rewrite default patterns that no longer work. Yes, you can probably have your cake and eat it too!
As a leader, you must always have a strategy for change. Unfortunately, those that don’t are the ones that increase the risk factor for the organization and the people they lead. Yes, a change management strategy is the ultimate form of leadership accountability, because you must think carefully about every move you make and the required talent, resources and investments it will take.
The model Colonel John Boyd developed as a fighter pilot, dubbed the OODA Loop for “Observe, Orient, Decide and Act” has become the foundation for agile strategy used for success in environments from legal, to business, and to war.
Self-aggrandizement and even plain old greed has become standard fare in the executive cafeteria. And yet CEOs wonder why their employees and the public exhibit such a high degree of mistrust toward business and business leaders.
"Real leadership – the kind that inspires people to pull together and collectively achieve something great – can only be exercised when an executive is trusted. And trust arises when someone is seen acting selflessly."
Our view on what makes a great leader and the best leadership approaches to adopt has changed over time, partly as research has come up with new findings, but also (particularly since the beginning of the 21st Century), to meet the demands of the ever-changing global market.
The conversation around must-have, 21st century leadership skills has been in full swing for years. From business to education; classroom to community, the
Dan Biles's insight:
“A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent.” - General Douglas MacArthur
Work is all about execution. It’s about getting things done, meeting the deadline, collecting the money, changing the organization. The discipline is there every month in the cash flow: get any part of the execution wrong, and your organization will see it and feel it at the end of the month. But it is also there in the attitudes of colleagues that change over time.
“I’ve spent years researching the DNA of high-performing companies, and much to my surprise the leaders at most of those companies did not fit commonly espoused theories of leadership.Many people...”
Dan Biles's insight:
"Servant leaders believe that if you create the right values and culture normal people will do extraordinary things...And leadership is hard work because it takes discipline. Servant leaders are vigilant in fighting elitism, arrogance, complacency and hubris daily."
The leader in a business is responsible for everything within his or her organisation – for the development of the proposition; for the success and wellbeing of the staff; for every challenge, trial and tribulation. In order to keep up the respect and motivation of your staff, it’s important to maintain a mindset of responsibility and care for your team at all times.
"But exceptional leaders go outside of their comfort zones in recruiting their teams, they intentionally seek diversity of opinions/ages/genders/perspectives/experiences. They don’t want to build an army of “yes” men and women, they want to innovate and evolve."
I’ve said before that business and war have much in common. Entrenched companies keep doing what got them there, just as victors in war tend to fight subsequent battles with the same tried-and-true tactics.
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