When evaluating trustworthiness, we are highly influenced by surprisingly small factors -- like where we meet someone, what they wear, what their voices sound like, whether their posture mimics ours, if they mention the names of people we know or...
Leadership today has evolved greatly. Our systems for supporting high performance and leadership in teams and in entire organizations has not kept up with the times."
At a recent workshop with JVS in Southfield Michigan, I shared some of the research and practical organization experience I’ve collected on high performance teams.
As we hear of findings and new development from “big data” AND “small data” (highly personalized, tracked), it is also good to explore how access to performance data can inform leadership at all levels and encourage team achievement and speed, especially when old practices that slow and interfere with performance are removed.
Also keep in mind the differences between true teams vs. psuedo-teams and groups. Many project and task groups are assembled as teams to accomplish a charge or purpose. Sometimes these groups or teams:
produce an innovation or breakthrough success for their organizations, are formed based on a favorite interest or pet project idea of an executive that, in hindsight, provides limited value to their organization.
Leadership is learned behavior that becomes unconscious and automatic over time. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question. Many people wonder how leaders know how to make the best decisions, often under immense pressure. The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures. More so, the decision making process is an acute understanding of being familiar with the cause and effect of behavioral and circumstantial patterns; knowing the intelligence and interconnection points of the variables involved in these patterns allows a leader to confidently make decisions and project the probability of their desired outcomes. The most successful leaders are instinctual decision makers. Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their “gut-feel” when making difficult decisions at a moment’s notice.
Only 13% of employees worldwide are engaged at work, according to Gallup's new 142-country study on the State of the Global Workplace. Low levels of engagement hinder gains in economic productivity and life quality.
Seth Godin argues the Internet has ended mass marketing and revived a human social unit from the distant past: tribes. Founded on shared ideas and values, tribes give ordinary people the power to lead and make big change.
Innovative companies are being run by leaders. Innovation departments are run by leaders. Innovation creates leaders. How do we find innovation? Question, which is related to the question: how do we find a leader or to develop leadership qualities in ourselves or our employees.