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Rescooped by Patricia D. Sadar - Leadership Strength Coach from The Daily Leadership Scoop
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Nice or Tough: Which Approach Engages Employees Most?

Nice or Tough: Which Approach Engages Employees Most? | Leadership Advice & Tips | Scoop.it

 During our time in the training and development industry we’ve observed two common — and very different — approaches. On the one hand are leaders we call “drivers”; on the other, those we call “enhancers.”


Via AlGonzalezinfo, donhornsby, Bobby Dillard
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AlGonzalezinfo's curator insight, September 12, 2013 6:11 PM

Very interesting read.  As usual, a balanced combination seems to be the key.

 

From the post:

 

In our view, the lesson then is that those of you who consider yourself to be drivers should not be afraid to be the “nice guy.” And all of you aspiring nice guys should not view that as incompatable with setting demanding goals. The two approaches are like the oars of a boat. Both need to be used with equal force to maximize the engagement of direct reports.

David Hain's curator insight, September 13, 2013 4:09 AM

In my experience, many "nice guys" fail to realise the reservoir of goodwill available to them. People pleasers should focus on respect, not being liked - that will come naturally.

Don Cloud's curator insight, September 15, 2013 9:54 AM

Great article.  I would break it down more simply.

 

Leaders provide their people with what they need to succeed ... not what they want.  Sometimes, what folks need is inspiriation, motivation, and support.  Other times, certain individuals need a kick in the rear.  A true leader understands the difference ... understands what each individual AND what the team as a whole needs ... and provides that.  Like has nothing to do with it.

 

Something else to consider:  If a leader wants their people to succeed but is never tough and honest with someone who has issues that need improvement ... is that person setting their subordinate up for success (to learn) or failure (to get blindsided).  How will that person grow if the leader that they trust can't be trusted to provide honest, tough feedback.  And this even means that sometimes what an individual requires to be successful is to no longer be part of the team/group/organization.  Leaders make the tough calls.

 

The mentors I respect the most told me what I needed to hear and what I needed to do to improve.  Strong leaders who grow other strong leaders always provide their subordinates what they need.

Rescooped by Patricia D. Sadar - Leadership Strength Coach from The Heart of Leadership
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5 Ways to Encourage Your Employees to Lead

5 Ways to Encourage Your Employees to Lead | Leadership Advice & Tips | Scoop.it
Leadership is about more than the person at the top. Here's how to get all of your employees to take on leadership roles.

Via Don Cloud
Patricia D. Sadar - Leadership Strength Coach's insight:

Thanks Don for sharing!

 

It takes a confident and humble leader to encourage their team to lead.  It means that the leader doesn't believe that they need to have all of the answers or the best ideas.  The right collaborative environment is the foundation with teams who are empowered to take decisions, and take the lead. 

 

These type of leaders don't point fingers when mistakes are made...instead they take the bullet.  They give the recognition away, and the team has that spark of excitement, passion, and ownership.  They know that when the goal is achieved...their team did it on their own.

 

Make it a great day!

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Don Cloud's curator insight, September 11, 2013 7:34 AM

Leaders set the conditions for others to lead ... here are 5 easy steps to promote a culture to grows and develops emerging leaders at every level.

John Michel's curator insight, September 11, 2013 8:32 AM
Some of today’s most effective businesses encourage every one of their employees to take on leadership roles in their organizations. Are you one of them?
Ivon Prefontaine's curator insight, September 11, 2013 12:04 PM

Leadership is about influence and setting the right environment. It is not about coercion and micro-managing.