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The old distinctions between leaders and followers are gone. Great followers follow by leading. Here’s 11 ways to make sure you do just that.
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Simple superb article. Turak clearly articulates no matter what position you are in the professional world, you have somebody higher-up to report to - it clarifies that one cannot be a good leader without being a good follower. Turak's core values: trust, compassion & loyalty provide a framework for being "successful" and a framework for being a good follower.
"Service and selflessness is the secret to success in business and in life."
Feeling like a shadow of your former self? Is there a lack of emotional connection in your relationships? Do you find others not sharing important information with you or excluding you from activit...
Good leaders focus on using trust-building behaviors and avoid using behaviors that erode trust with others
Great complement to Ken Blanchard's Trust Works! @RandyConley highlights need for trustorthy behaviors. Trust is a vague concept, and yet the lack of it is very real. Respect, Openness, Honest and Reliability are core principles of trust and worthy of our attention.
What do employees really want from company leaders? The answer may surprise you — and, more important, may prompt you to change some of your practices.
“I don’t think the people who work for you want you to be an optimist anymore,” says GE CEO Jeff Immelt. “They want you to be realistic. They don’t want hollow promises, they want action: What’s your plan, and how are you going to solve problems?”
The hallmarks of what Immelt calls “positive leadership” are authenticity, transparent communication, a focus on the future, and the ability to solve problems and take action.
Great leadership is built around trust. How truthful CEO communication can build better team alignment and productivity at your company.
Recent management studies support the idea that workers respond best not to cheerleading or a continuous stream of happy talk, but to evidence of a strong connection between words and deeds. Employees are much more likely to trust their immediate supervisors than top corporate executives, according to global consulting firm Blessing White. Why? Because employees can match what managers say with what they do. That’s more difficult to do given the layers of management that may separate them from top leaders, which makes it imperative that top leaders spell out specific actions the company will take, explain why, and offer proof that such actions have been taken.