Judging feels awkward, mostly because we don’t like being judged. But, leaders who don’t judge follow the path of least resistance. To neglect judging is to embrace mediocrity.
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According to the Corporate Executive Board, leadership briefings are the fourth most popular means to communicate vital information to an organization — trailing behind email, intranet, internal social media and digital signage. But despite the lower ranking and a reputation for being ineffective, this method of staff communication deserves a second look, especially when CLOs team up with the company communications department to drive improvements.
According to the March CEB article, we can charge leadership briefings’ No. 4 status to the fact that senior leader messages only reach about half of their workforce. And employees tend to rate this type of communiqué as below average.
Rather narrow channel but logic is correct.
Recent research shows that having a culture of compassion may not only build a happier workplace but also improve an organization’s bottom line. When we are supportive of one another there is often higher performance because team members feel valued and appreciated for their contributions and want to add more. Show compassion.
There needs to be more compassion today in business. It is time to dump Machiavelli and embrace humanity.
The conditions for trusting someone are very personal. In fact, despite how logical your assessments regarding trustworthiness may seem to you, it’s important to remember that not everyone takes the same approach. Some of us grant trust and take it away when someone does not live up to our standards or expectations. Others believe trust must be earned. Many of us fall somewhere in between.
Also, consider that some approach trust as a feeling, using their intuition as their guide in whether to trust someone or not.
However, one thing is certain when it comes to earning trust as a leader: your actions speak far more loudly than your words.
Can trust be formulaic? What do you think?
Collaboration is essential to digital transformation. Here are two use cases every business should consider to benefit from enterprise collaboration.
Forgetting the human element is a major issue for all business related processes, not just digital
Two new books assess the quality of our digital lives: How do we shake off the village when we carry the world in our pocket?
Focus is critical for success today. Without it distraction will hamper progress.
Most of us try to avoid conflict, especially at work.
In my opinion, the only time workplace conflict can be healthy is if there is already a relationship of trust and transparency. Outside of this it can become divisive.
What’s most convenient isn’t always what’s most effective.
Very true insight but getting those F2F meeting are getting more and more difficult unless relationships have been previously established. Then the question of a good ole boys club syndrome can rear it's ugly head. Find the balance is a real art.
There are big changes coming to the American workforce. We will see a massive shift in workplace demographics, with four specific workplace trends to watch.
Article from Anne Loehr that I happen to agree with very much. In fact I think too many businesses are ignoring these changes today.
Legacy thinking is about respecting the past, acting in the present and serving the future. It is about being a good ancestor, taking into account future generations, the environment and sustainability in the decisions you make and the actions you take. But it is also about being a good descendant too, learning from and building on what went before, avoiding the repetition of mistakes, enhancing the advances and innovations, preserving the stories and adding new pages to them. The legacy thinker is historian, playmaker, futurist.
I like the concept. Too many today are focused on short-term thinking and performance with no thought about the future yet the future is where profits will be made.
Resilience is like a muscle you can build. It’s just a matter of knowing how. Whether you’re facing adversity yourself or supporting someone else who is, these resources can help. We’re always adding to our library of materials, so check back in from time to time.
I loved the concept, thanks for sharing David Hain. I wonder if people in business would be willing to support a site that is focused on business ethics, performance and interactions? What does everyone think?
How do you know if you have strong personal leadership?
How many can you identify in your personal portfolio? Really? I especially see #1 as critical, especially in today's world.
As was so appropriately pointed out in the article, the choice is ours. Always has been and always will be so let's choose wisely who we follow.
While I don't agree with every point the author makes, they have really pointed out some very valid insights.
In The Essential Drucker — an excellent intro to Drucker’s prolific writings (over 30 books!) — there’s an entire chapter devoted to his method of time management.
I’ve used a variant Drucker’s method on and off for a while now. When I do use it, I am a productive beast, averaging 7–8 hours of quality work a day. When I don’t, I average 2–3 hours — no better than the average American.
Let’s take a look at Drucker’s method.
Time is too valuable to flitter away.
A Deloitte Human Capital consultant talks to Vault about cultural differences and the challenges of working overseas.
Love it but it is a tough road to hoe because it involves change.
As CEO, learn the strategies for effectively handling human and cultural dynamics so you and your leaders can make intelligent decisions about how to proactively handle them from the very beginning of your transformation. Doing so will make you and your leaders better able to design and implement your change initiatives to ensure greater buy-in, faster employee engagement, minimize resistance, and support people to commit and participate in positive ways. This is a core accelerator of change and a sure way to minimize cost! And, by the way, it will radically increase your leadership credibility.
What do you think? What about security?
|Suggested by Bradford Ferguson|
How the power of conversational leadership improved our customer experience. Conversational leadership can transform your relationships. Find out how!
Excellent article for my financial adviser and coach friends.
If your organisational culture has these five characteristics, all attempts to implement strategic change will likely be doomed. By Quy Huy, INSEAD Professor of Strategic Management It’s no longer a secret that most companies struggle with strategy execution. McKinsey research tells us, for example, that 70 percent of change efforts fall short [...]
This article is a little over one year old but much of the text is still part of the make up of many organizations. The last one: complacency is really a major factor with people and organizations.
Establishing trust with each person that reports to you is fundamental to radical candor. Radical Candor happens when you put Care Personally and Challenge Directly together. Care Personally refers to the fact that to have a good relationship “you have to your whole self and care about each of the people who work for you as a human being. Challenge Directly “involves telling people when their work isn’t good enough—and when it is. Challenging people might seem the opposite of Care Personally, but “challenging people is often the best way to show them that you care when you’re the boss.”
Trust is the core of every business process we engage in daily. Without trust the system eventually breaks down.
There’s a lot of advice out there about how to make meetings more efficient and productive. And while it’s true that leading focused, deliberate conversations is critical to organizational performance, meetings aren’t just about delivering results. There’s another outcome that leaders should be paying more attention to: creating a quality experience for each participant.
What is a quality experience in a meeting? I define it as when employees leave feeling more connected, valued, and fulfilled. Of course, you should still be focused on achieving the meeting outcomes, but thoughtful meetings and productive ones don’t have to be at odds.
There are various things which smart and successful people do, how they think, and how they behave (as a cause or a consequence). One essential and very crucial element though is the fact that they have understood that in order to make good decisions both in life and in business one must be able to comprehend some of the essential underlying principles of the world, society, and nature.
They use particular sets of "life and business models,“ like a tool box, which help them to guide and focus their thinking. They apply these tools to different situations as needed. Academics have coined them "mental models,“ defined as a collection of someone's thought process about how something works in the real world. As such mental models assist in seeing a problem from different perspectives.
All of us can do the same. And it´s not about being able mastering everything, but rather studying the biggest ideas and principles (models) from different disciplines such as physics, sociology, philosophy, management, etc. One should know a group of models (called a network or latticework of models) to use some of them in one situation and others in differing situations; resulting in better decisions. The idea for building such a latticework comes from Charlie Munger, Vice Chairman of iconic Berkshire Hathaway and currently one of the best multi-disciplinary thinkers in the world.
Thanks for sharing David Hain. Some good insights
Excellent Question and yes there is a bit of the old HERO Man Leadership school in that process.
New CEOs face enormous challenges as they start assembling a management team and setting a strategic direction in today’s volatile environment. To provide some guidance for transitioning CEOs, we looked at the experiences of exceptional CEOs, those defined as the very top performers in our data set of roughly 600 chief executives at S&P 500 companies between 2004 and 2014.
What are your thoughts?