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The #1 Secret Astronauts, Samurai, Navy SEALs, and Psychopaths Can Teach You About Good Decision Making

The #1 Secret Astronauts, Samurai, Navy SEALs, and Psychopaths Can Teach You About Good Decision Making | leadership 3.0 | Scoop.it
The #1 Secret Astronauts, Samurai, Navy SEALs, and Psychopaths Can Teach You About Good Decision MakingWhat can we learn about good decision making from those who play with the highest stakes -- life and death? Here's the answer.
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Invitación Vídeo Tour Campus UAPNL - Certificación Internacional en PNL por la AUNLP (R) & +Lead-Map (c)

Invitación Vídeo Tour Campus UAPNL - Certificación Internacional en PNL por la AUNLP (R) & +Lead-Map (c) | leadership 3.0 | Scoop.it
Vídeo-Tour 100% GRATIS por CAMPUS UAPNL  Acompáñame DENTRO del CAMPUS y comprueba la CALIDAD de nuestros PROGRAMAS  Obtén tu CERTIFICACIÓN en PNL, fácil y
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Vídeo Tour 100% GRATUITO por el CAMPUS UAPNL. Acompáñame DENTRO del CAMPUS y comprueba la CALIDAD de nuestros PROGRAMAS: http://www.uapnl.com/invitacion-video-tour-campus-uapnl/

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A Coaching Culture Conversation Checklist for Smart A Coaching Culture Conversation Checklist for Smart ManagersManagers

A Coaching Culture Conversation Checklist for Smart A Coaching Culture Conversation Checklist for Smart ManagersManagers | leadership 3.0 | Scoop.it
In spite of learning coaching skills, many managers struggle to have effective coaching conversations that lead to insights and change. A checklist for coaching conversations can help.

Zenger and Stinnett suggest using the FUEL model in The Extraordinary Coach:

F = Frame the Conversation. Set the context by agreeing on the discussion's purpose, process, and desired outcome.
U = Understand the Current State. Explore the current state from the coachee's point of view. Expand the coachee's awareness of the situation to determine the real coaching issue.
E = Explore the Desired State. Help the coachee to articulate a vision of success in this scenario. Explore multiple alternative paths before prioritizing methods of achieving this vision.
L = Lay Out a Success Plan. Identify the specific, time-bounded action steps to be taken to achieve the desired results. Determine milestones for follow-up and accountability.

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David Hain's curator insight, September 9, 4:28 AM

Want to develop a coaching culture? Then FUEL up!

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8 Things Employees Desperately Wish Managers Would Do More

8 Things Employees Desperately Wish Managers Would Do More | leadership 3.0 | Scoop.it
The gulf between manager and employee can often seem impossibly wide. Yet employees in these situations rarely feel empowered to offer criticism (even constructive criticism) to their superiors at work. But what would they say if they could?

TINYPulse asked 1,000 workers what they would change about their managers, and many of the answers came down to interpersonal skills.  Unfortunately, people are often promoted based on their hard skills rather than soft skills.

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8 Things Employees Desperately Wish Managers Would Do More
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David Hain's curator insight, September 12, 5:00 AM

These behaviours are what your people really want from you!

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Sink or Swim: Setting First-time Leaders Up for Success

Sink or Swim: Setting First-time Leaders Up for Success | leadership 3.0 | Scoop.it
What are you doing in your organization to help your new leaders rise to the challenge, find success, and blossom into the catalyst leaders you need them to be?

While you might be doing a lot, the best answer is always “not enough.” No leader is ever a finished product. And even when leaders become proficient, the environment in which they operate will more than likely change, creating a new set of expectations and critical skills to be developed.

New leaders need extra care, support and empathy. These things are what determine whether or not a new leader will unceremoniously sink or swimmingly succeed.

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Sink or Swim: Setting First-time Leaders Up for Success
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David Hain's curator insight, September 13, 5:30 AM

Only 11% of leaders groomed for their role through development programmes! Shame...and shortsighted!

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Accepting These 6 Painful Truths Will Make You a Better Leader

Accepting These 6 Painful Truths Will Make You a Better Leader | leadership 3.0 | Scoop.it
The real truth is that although leaders experience many joyful moments, there are these moments of disappointment as well.

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Accepting These 6 Painful Truths Will Make You a Better Leader
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David Hain's curator insight, July 23, 2:05 AM

Some useful reality checks about how leadership really is...

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Primal Leadership: The Hidden Driver of Great Performance

Primal Leadership: The Hidden Driver of Great Performance | leadership 3.0 | Scoop.it
When the theory of emotional intelligence at work began to receive widespread attention, we frequently heard executives say—in the same breath, mind you—“That’s incredible,” and, “Well, I’ve known that all along.” They were responding to our research that showed an incontrovertible link between an executive’s emotional maturity, exemplified by such capabilities as self-awareness and empathy, and his or her financial performance. Simply put, the research showed that “good guys”—that is, emotionally intelligent men and women—finish first.

We’ve recently compiled two years of new research that, we suspect, will elicit the same kind of reaction. People will first exclaim, “No way,” then quickly add, “But of course.” We found that of all the elements affecting bottom-line performance, the importance of the leader’s mood and its attendant behaviors are most surprising. That powerful pair set off a chain reaction: The leader’s mood and behaviors drive the moods and behaviors of everyone else. A cranky and ruthless boss creates a toxic organization filled with negative underachievers who ignore opportunities; an inspirational, inclusive leader spawns acolytes for whom any challenge is surmountable. The final link in the chain is performance: profit or loss.


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Primal Leadership: The Hidden Driver of Great Performance
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David Hain's curator insight, July 13, 5:51 AM

Old but gold! Coleman, Boyatzis and McKee on the findings that led to EQ. Worth reviewing!

Ricard Lloria's comment, July 13, 1:00 PM
Great David to share, great article from biggers, hugs
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More of Us Are Working in Big Bureaucratic Organizations than Ever Before

More of Us Are Working in Big Bureaucratic Organizations than Ever Before | leadership 3.0 | Scoop.it
While many CEOs decry bureaucracy, few can claim success in defeating it. In practice, tactical victories—like cutting out a layer of management, trimming head office staff, or simplifying a cumbersome process—are usually small and quickly reversed. In this regard, look again at Figure 1. Notice how rapidly the thicket of bureaucracy grew back after being pruned in the wake of the 2008 recession.

It could be argued that in a world characterized by increasing complexity, the growth of bureaucracy is inevitable. Who but senior executives is going to address all those vexing new issues, like globalization, digitization, and social responsibility? Who else is going to meet all those new compliance requirements around diversity, risk mitigation and sustainability? This mindset has produced a surge in new C-level roles: Chief Analytics Officer, Chief Collaboration Officer, Chief Customer Officer, Chief Digital Officer, Chief Ethics Officer, Chief Learning Officer, Chief Sustainability Officer and even Chief Happiness Officer. And more prosaically, who, if not managers, is going to do the everyday work of planning, prioritizing, allocating, reviewing, coordinating, controlling, scheduling, and rewarding?


Via David Hain
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More of Us Are Working in Big Bureaucratic Organizations than Ever Before
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David Hain's curator insight, July 12, 10:08 AM

Is bureaucracy inevitable? not with imagination and a reframing of attitudes....

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The end of capitalism has begun

The end of capitalism has begun | leadership 3.0 | Scoop.it
The red flags and marching songs of Syriza during the Greek crisis, plus the expectation that the banks would be nationalised, revived briefly a 20th-century dream: the forced destruction of the market from above. For much of the 20th century this was how the left conceived the first stage of an economy beyond capitalism. The force would be applied by the working class, either at the ballot box or on the barricades. The lever would be the state. The opportunity would come through frequent episodes of economic collapse.

Instead over the past 25 years it has been the left’s project that has collapsed. The market destroyed the plan; individualism replaced collectivism and solidarity; the hugely expanded workforce of the world looks like a “proletariat”, but no longer thinks or behaves as it once did.

If you lived through all this, and disliked capitalism, it was traumatic. But in the process technology has created a new route out, which the remnants of the old left – and all other forces influenced by it – have either to embrace or die. Capitalism, it turns out, will not be abolished by forced-march techniques. It will be abolished by creating something more dynamic that exists, at first, almost unseen within the old system, but which will break through, reshaping the economy around new values and behaviours. I call this postcapitalism.

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The end of capitalism has begun
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David Hain's curator insight, July 16, 7:46 AM

The brilliant Paul Mason explains postcapitalism as lucidly as ever. A MUST READ!

Ron McIntyre's curator insight, July 16, 4:28 PM

Post capitalism is something most people don't understand nor do they want to but it is an important discussion.

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3 Uncommon Ways To Drive Happiness In The Workplace

3 Uncommon Ways To Drive Happiness In The Workplace | leadership 3.0 | Scoop.it
According to Shawn Achor, positive psychology expert and New York Times best-selling author of The Happiness Advantage, "data now abounds showing that happy workers produce higher sales, perform better in leadership, and earn higher job performance ratings and pay. Study after study shows that feelings of happiness lead people to excel in their jobs."

I recently had the opportunity to meet with Achor and asked him to share some of the best ways workplace managers can directly influence greater happiness in their teams. Here are three leadership practices I found to be the most uncommon and useful:

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3 Uncommon Ways To Drive Happiness In The Workplace
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David Hain's curator insight, July 18, 2:38 AM

Are you working on the Losada Ratio in your organisation? Maybe you should be...

Ron McIntyre's curator insight, July 19, 2:27 PM

Thanks for sharing David Hain.  I agree the Losada Ratio should be embraced by many companies but in our negative world a 6:1 positive communication ratio will be difficult to muster.

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The 5 Major Mind Traps that Hinder Happiness - Mindful

The 5 Major Mind Traps that Hinder Happiness - Mindful | leadership 3.0 | Scoop.it
These roadblocks keep us stuck in the depression loop: caught up in negative thoughts, feelings, and behaviors as the brain anxiously rehashes past events and simultaneously rehearses a hopeless, catastrophic future. Here are some ways to avoid falling into these traps.

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David Hain's curator insight, July 18, 2:49 AM

Our minds have many voices. Beware, some are malicious!

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6 effective leadership styles we can learn from 'Game of Thrones'

6 effective leadership styles we can learn from 'Game of Thrones' | leadership 3.0 | Scoop.it
In the real world, leaders come in many forms. The same is true in HBO's "Game of Thrones." Every major player has had their own style of doing things, from the Usurper to the Young Wolf to the Blackfish to the Queen of Thorns. 

However, in his book Primal Leadership, David Goleman (along with co-authors Richard Boyatzis and Annie McKee) argues that people tend to fit into one of six key leadership styles. 

These are the "Game of Thrones" characters that best exemplify the best — and worst — of each style. Read through and consider what category you'd fit into if you were vying for power in Westeros and Essos. 

Warning: "Game of Thrones" spoilers ahead. 

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6 effective leadership styles we can learn from 'Game of Thrones'
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David Hain's curator insight, June 27, 6:06 AM

The Game of Thrones and Goleman's leadership styles...

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Are Leaders Born or Made? Here’s What’s Coachable — and What’s Definitely Not.

Are Leaders Born or Made? Here’s What’s Coachable — and What’s Definitely Not. | leadership 3.0 | Scoop.it
For some people, the question of whether leaders are born or made is truly intellectual – fodder for a good classroom or dinner party debate. But for people in front-line positions to hire, promote, and fire, the question, “Who has the right stuff to lead?” definitely has more urgency. Getting the answer right can drive an organization’s culture and performance to new levels. Getting it wrong can too — downwards.

So what’s the answer? Of course, since we’re talking about real life here, it isn’t neat or simple. The facts are, some leadership traits are inborn, and they’re big whoppers. They matter a lot. On the other hand, two key leadership traits can be developed with training and experience – in fact, they need to be.

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Are Leaders Born or Made? Here’s What’s Coachable — and What’s Definitely Not.
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donhornsby's curator insight, May 13, 8:27 AM
(From the article): So are leaders born or made? The answer (perhaps not surprisingly) is both. Your best strategy, then, is to hire for energy, the ability to energize, and passion. Go full force in training and developing edge and execution. Promote the people who have a good dose of all five traits. Always remember, though, that not everyone was meant to be a leader. But as long as you are one yourself – it’s your job to find and build those who were.
Sandeep Gautam's curator insight, May 13, 11:35 PM
Stupid debate; of course all #leadership traits can be coached.
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Create Mentorships, Not MinionsCreate Mentorships, Not Minions

Create Mentorships, Not MinionsCreate Mentorships, Not Minions | leadership 3.0 | Scoop.it
Today, the traditional paradigm in which a charismatic executive leads an adoring, less-senior employee where power is often misaligned won’t do, explained executive coaching expert Wendy Mantel of Mantel Coaching Inc. Millennials want close, meaningful relationships with mentors. They also want to feel empowered to be authentic, to create and embody their own career brands.

“Engagement, learning, growth, visibility, relevance and opportunity are watchwords for this generation,” Mantel said in an email. These needs are also important guiding words for learning organizations developing new, or rethinking, established, mentoring approaches.

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David Hain's curator insight, May 10, 9:18 AM

Everybody needs a mentor - but not just any old mentor, or possibly the usual suspects!

John Ludike's curator insight, May 11, 1:50 AM
Accurate  pragmatic summary which is very relevant to modern day Mentorship efgorts
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The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One

The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One | leadership 3.0 | Scoop.it
The Mind of the Constant Learner

There are three distinct mindsets that allow new employees and leaders to become constant learners: the Gamer Mindset, the Beginner Mindset, and the Growth Mindset. Knowing all three can provide a framework that throws your personal switch to “LEARN” when you need to rapidly adapt and get to work.

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The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One
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David Hain's curator insight, September 7, 5:15 AM

Great article on mindsets for success - and when to adopt them!

Ron McIntyre's curator insight, September 7, 10:23 AM

Understanding the role of flexibility in leadership, without violating your personal values,  is critical to success.

Jerry Busone's curator insight, September 11, 9:04 AM

The adaptable leader also called the "Off the Bench" leader 

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Google DeepMind's AI can mimic realistic human speech

Google DeepMind's AI can mimic realistic human speech | leadership 3.0 | Scoop.it

It's still pretty easy to tell whether it's a real person who's talking or a text-to-speech program. But there might come a time when a robot could dupe you into thinking that you're speaking with a real person, thanks to a new AI called WaveNet developed by Google's DeepMind team. They have a pretty good track record when it comes to building neural networks -- you probably know them as the folks who created AlphaGo, the AI that defeated one of the world's best Go players.

Currently, developers use one of two methods to create speech programs. One involves using a large collection of words and speech fragments spoken by a single person, which makes sounds and intonations hard to manipulate. The other forms words electronically, depending on how they're supposed to sound


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Google DeepMind's AI can mimic realistic human speech
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Strategic decisions: When can you trust your gut? | McKinsey & Company

Strategic decisions: When can you trust your gut? | McKinsey & Company | leadership 3.0 | Scoop.it
Gary Klein: The premortem technique is a sneaky way to get people to do contrarian, devil’s advocate thinking without encountering resistance. If a project goes poorly, there will be a lessons-learned session that looks at what went wrong and why the project failed—like a medical postmortem. Why don’t we do that up front? Before a project starts, we should say, “We’re looking in a crystal ball, and this project has failed; it’s a fiasco. Now, everybody, take two minutes and write down all the reasons why you think the project failed.”

The logic is that instead of showing people that you are smart because you can come up with a good plan, you show you’re smart by thinking of insightful reasons why this project might go south. If you make it part of your corporate culture, then you create an interesting competition: “I want to come up with some possible problem that other people haven’t even thought of.” The whole dynamic changes from trying to avoid anything that might disrupt harmony to trying to surface potential problems.

Daniel Kahneman: The premortem is a great idea. I mentioned it at Davos—giving full credit to Gary—and the chairman of a large corporation said it was worth coming to Davos for. The beauty of the premortem is that it is very easy to do. My guess is that, in general, doing a premortem on a plan that is about to be adopted won’t cause it to be abandoned. But it will probably be tweaked in ways that everybody will recognize as beneficial. So the premortem is a low-cost, high-payoff kind of thing.

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Strategic decisions: When can you trust your gut? | McKinsey & Company
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David Hain's curator insight, September 12, 5:11 AM

Don't wait for it to go wrong, agree 2 great decision strategists. Use the premortem technique!

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The Connection Between Employee Trust and Financial Performance

The Connection Between Employee Trust and Financial Performance | leadership 3.0 | Scoop.it
A building surrounded by razor wire. A guard tower looming over the perimeter. Weeds and overgrowth flanking the grim exterior. Inside — drab colors, peeling paint, and dead plants decaying in the common areas. Was this a prison? No. This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001.

Was this a deliberate attempt to imprison employees and stifle their energy? No again. It was a vivid example of organizational leaders neglecting the importance of building trust.  Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. Put another way, it’s the foundational element of high-performing organizations.

Doug identified “Inspiring Trust” as his number one mission in his 10-year turnaround of Campbell Soup Company, where his efforts resulted in cumulative shareholder returns in the top tier of the global food industry, and among the highest measured employee engagement levels in the Fortune 500, particularly with his leadership team. While few leaders would argue against the idea that trust is necessary for building elite performance, not nearly enough realize the height of its importance and far too many disregard trust-building as a “soft” or “secondary” competency.

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The Connection Between Employee Trust and Financial Performance
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David Hain's curator insight, July 19, 5:13 AM

If more evidence was needed (it isn't), a great case study on trust and the bottom line!

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People analytics reveals three things HR may be getting wrong | McKinsey 

People analytics reveals three things HR may be getting wrong | McKinsey  | leadership 3.0 | Scoop.it
Over the past decade, big data analytics has been revolutionizing the way many companies do business. Chief marketing officers track detailed shopping patterns and preferences to predict and inform consumer behavior. Chief financial officers use real-time, forward-looking, integrated analytics to better understand different business lines. And now, chief human-resources officers are starting to deploy predictive talent models that can more effectively—and more rapidly—identify, recruit, develop, and retain the right people. Mapping HR data helps organizations identify current pain points and prioritize future analytics investments (exhibit). Surprisingly, however, the data do not always point in the direction that more seasoned HR officers might expect. Here are three examples.

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People analytics reveals three things HR may be getting wrong | McKinsey
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David Hain's curator insight, July 23, 2:26 AM

Big data and HR analytics insight. Useful for OD decision making!

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Your Brain Has A "Delete" Button--Here's How To Use It

Your Brain Has A "Delete" Button--Here's How To Use It | leadership 3.0 | Scoop.it
There’s an old saying in neuroscience: neurons that fire together wire together. This means the more you run a neuro-circuit in your brain, the stronger that circuit becomes. This is why, to quote another old saw, practice makes perfect. The more you practice piano, or speaking a language, or juggling, the stronger those circuits get.

The ability to learn is about more than building and strengthening neural connections.
For years this has been the focus for learning new things. But as it turns out, the ability to learn is about more than building and strengthening neural connections. Even more important is our ability to break down the old ones. It's called "synaptic pruning." Here’s how it works.

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Your Brain Has A "Delete" Button--Here's How To Use It
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David Hain's curator insight, July 14, 1:38 AM

What we think, we become. A suggestion form neuroscience to make that work for you!

Ian Berry's curator insight, July 15, 8:12 PM
Very wise advice "Be mindful of what your mindful of"
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Blockchain Revolution review – Satoshi Nakamoto’s world-changing innovation

Blockchain Revolution review – Satoshi Nakamoto’s world-changing innovation | leadership 3.0 | Scoop.it
Blockchain, the increasingly celebrated peer-to-peer data technology, is the basis of bitcoin and has huge potential – will it be as big as the web?

Via Trudy Raymakers
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Blockchain Revolution review – Satoshi Nakamoto’s world-changing innovation
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Why Leading Through Fear Is Cheap Leadership

Why Leading Through Fear Is Cheap Leadership | leadership 3.0 | Scoop.it
Using fear to motivate people is cheap leadership. Any two-bit dictator can use fear to get things done. It takes no finesse or intelligence and ultimately works against the leader. The temporary spike in motivation from stoking people’s fears is offset by the long-term impacts of deep resentment, performance-draining anxiety, and ill will. More evolved and thoughtful leaders choose to pull people toward the behaviors they want, instead of pushing them away from the behaviors they don’t want. For example, my wife uses a compliment system to promote good behavior with our kids. Each time one of them finishes a chore they get to put a small stone (a “compliment”) in a jar that’s been set aside just for them. Then, when they’ve gathered enough stones they get a small reward, like dinner at Chuck E. Cheese. 

If you want workers to act like adults, you have to lead like an adult. Instead of constantly drawing their attention to the bad things that will happen if they mess up, work with them to identify the actions and priorities that will increase their likelihood of succeeding.

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Why Leading Through Fear Is Cheap Leadership
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David Hain's curator insight, July 16, 7:48 AM

Adults leading adults - the only way to generate sustainable change!

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The Scientific Reason Why Coworking May Be The Future Of Work

The Scientific Reason Why Coworking May Be The Future Of Work | leadership 3.0 | Scoop.it

A team of researchers at the University of Michigan’s Steven M. Ross School of Business led by business professor Dr. Gretchen Spreitzer, who also directs the Center for Positive Organizations, has spent the last four years studying coworking. In the process, they've interviewed the founders of coworking companies around the U.S. and surveyed more than 200 workers from dozens of coworking spaces; one team member spent six months as a coworking member.

Their research uncovered two key benefits to the coworking experience, both of which have been linked to improved employee performance. Simplified somewhat, it comes down to flexibility and autonomy without dispensing with meaningful community.

It turns out that coworking spaces' hallmarks—like funky design features—are far less important than their social structures, where workers feel a sense of individual autonomy that's still linked to a sense of collaboration, the Michigan team told me in interviews. Most coworking spaces, for all their variation, tend to strike that careful balance between those crucial needs—in ways that neither solo freelancing nor the traditional office experience usually provide.


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David Hain's curator insight, July 18, 2:41 AM

Cowering is booming as people increasingly discover the benefits of collaboration!

Ron McIntyre's curator insight, July 19, 2:24 PM

Some interesting insights, what do you think?

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Want to Vastly Improve Employee Morale? Try This Leadership Style

Want to Vastly Improve Employee Morale? Try This Leadership Style | leadership 3.0 | Scoop.it
Eleven years ago, I reported to a highly emotionally-intelligent and very successful executive -- still my favorite boss to this day.

The greatest lessons Bruce taught me were about how to best serve employees. Not your cup of tea? Well, this was his competitive edge -- Servant-Leadership -- and it's backed by science because it works.

So that became our calling when I founded this company. I even scripted our company video around Bruce's Servant-Leadership style. In it, I tell viewers that he "connected with us on an emotional level -- he engaged us." 

But that two-and-a-half minute clip doesn't do Bruce justice.

In short, Bruce did what the best of Servant-Leaders with high emotional intelligence do: He invested in my development, looking after my needs so that I was equipped to succeed and do great work for my clients.

Simon Sinek, author of the best-seller Leaders Eat Last knows about the positive psychology behind Servant-Leadership. He is quoted in this excellent clip as saying,

"There's not a CEO on the planet who is responsible for the customer. You're responsible for the people who are responsible for the customer."

And that describes my former boss to a tee. Bruce knew that to serve our clients well, he had to serve me well first.

For the rest of this article, I will spell out ten traits that made Bruce stand head-and-shoulders above any other executive leader I've known or worked for.

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Want to Vastly Improve Employee Morale? Try This Leadership Style
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David Hain's curator insight, June 23, 6:58 AM

Brief, persuasive and personal 101 on servant leadership!

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Six Questions You Need To Ask Yourself Everyday- Dr. Marshall Goldsmith @ LEAD Presented by HR.com

Six Questions You Need To Ask Yourself Everyday- Dr. Marshall Goldsmith

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Six Questions You Need To Ask Yourself Everyday- Dr. Marshall Goldsmith @ LEAD Presented by HR.com
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David Hain's curator insight, June 28, 5:05 AM

Marshal Goldsmith's mirror test - "Did I do my best to....?" Must watch!

Clement Boye's curator insight, June 30, 6:35 AM
A ECOUTER
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The World in 2025: 8 Predictions for the Next 10 Years

The World in 2025: 8 Predictions for the Next 10 Years | leadership 3.0 | Scoop.it
In 2025, in accordance with Moore's Law, we'll see an acceleration in the rate of change as we move closer to a world of true abundance. Here are eight areas where we'll... read more

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The World in 2025: 8 Predictions for the Next 10 Years
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10 'emotional intelligence' questions to ask leadership candidates 

10 'emotional intelligence' questions to ask leadership candidates  | leadership 3.0 | Scoop.it

Jack Welch, former chairman of General Electric, sums it up succinctly: “No doubt, emotional intelligence is rarer than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it. Emotional intelligence (EI) a far better predictor of success in a role and with a company than intelligence quotient (IQ) and expertise

 

Daniel Goleman, renowned author and psychologist, analyzed jobs at 121 organizations and found 67 percent of the 181 competencies that distinguish best performers are EI competencies.

 

In my more than 20 years of experience as an executive recruiter, I have found the best insights are gleaned through well-worded interview questions. These questions elicit answers that can be compared with your organization’s desired level of EI for the executive team.


Via David Hain
Jose Luis Yañez's insight:
10 'emotional intelligence' questions to ask leadership candidates
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David Hain's curator insight, May 12, 3:19 AM

Sussing out EQ with useful interview questions. Could beadapted for day to day work.

Authentis Formations's curator insight, May 12, 3:49 AM
L'intelligence émotionnelle devient incontournable...