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If you lead them, they will follow!
Traits today's leaders "must have" to survive and lead without self-destructing
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“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All?

“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All? | If you lead them, they will follow! | Scoop.it

"The executive work/life dilemma for women and men includes Steve Jobs' contributions while seriously ill - a provocative thought piece by the Glass Hammer."

 

Change leaders are culture leaders. The American leader work ethic for women and men is featured here, in controversy about growing leaders, both women and men. It's a long term, evolving change & leadership issue with shifting impact for both genders. ~ Deb

 

Excerpts:  

 

There’s increasing polarization on the subject of how to handle work-life’s ever-escalating challenges for women.

   

___________________________

   

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health & well-being. The key word is sustainable.”

___________________________


The friction is visible in the varied media responses to news that incoming Yahoo CEO Marissa Mayer will be the first female CEO to take the top spot while pregnant, and to Anne-Marie Slaughter’s controversial cover story for The Atlantic, Why Women Still Can’t Have It All.

 

Part of the dilemma revolves around a concept coined by Sheryl Sandberg, Facebook’s COO: “leaning in” versus “leaning back.”

Sandberg describes how failing to “lean in” inadvertently leads many women to leave the workforce:

“Women almost never make one decision to leave the workforce,” said Sandberg. ...Maybe it’s the last year of med school when they say, I’ll take a slightly less interesting specialty because I’m going to want more balance one day. Maybe it’s the fifth year in a law firm when they say, I’m not even sure I should go for partner, because I know I’m going to want kids eventually. ...And from that moment, they start quietly leaning back. The problem is, often they don’t even realize it.”     “During the last years of his life, [Steve Jobs] created the iPhone, the iPad, he was moving into television.  ...He was very sick...in the last years of life when he didn’t have time.”

  

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health and well-being. The key word is sustainable, ” says Teri Johnson.  

 

She suggests the analogy a long distance runner versus a relay racer.

 

“Any of us can push hard in a relay, but the distance runner knows to pace herself, to make rest days as important as training days and to take excellent care of herself to avoid injury. She saves the real push for the race, when it is important.”

   

Read the full post here.

 

Photo credit:  JD Hancock


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Change leadership investment pays off in big income boost, case study

Change leadership investment pays off in big income boost, case study | If you lead them, they will follow! | Scoop.it

"Change success:  Putting leadership development at the heart of a major operations-improvement effort paid off in BIG boost in income for a global industrial company."

 

Once again, a smart leadership investment pays off during a major change implementation boosting income by about $1.5 billion a year.

 

Excerpts from the case example:

 

Too often senior executives overlook the “softer” skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include:

keeping managers and workers inspired when they feel overwhelmed,  promoting collaboration across organizational boundaries,  helping managers embrace change programs through dialogue, not dictation ______________________________ The senior team had to look beyond technical improvements and focus on helping the company’s leaders... ______________________________
In this case example, drives for improvement carried a stigma of incompetence, current performance was considered “good enough”, and conflict tended to be passive-aggressive.  There was also a pervasive fear of making mistakes—reinforced by the company’s strong culture of safety and of risk aversion.

The senior team had to look beyond technical improvements and focus on helping the company’s leaders to master the personal behavioral changes needed to support the operational ones.

 

The company mounted an intense, immersive, and individualized leadership program.  The results are still unfolding, but after three years the company estimates that the improvement program has already boosted annual pretax operating income by about $1.5 billion a year. Furthermore, executives see the new leadership behavior as crucial to that ongoing success.

 

Read the full story here.


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