Leadership Advice
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Leadership Advice
Leadership and Management Advice for Executives in Small to Mid-Size Organizations
Curated by Bob Corlett
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Forgive and Remember: How a Good Boss Responds to Mistakes

Forgive and Remember: How a Good Boss Responds to Mistakes | Leadership Advice | Scoop.it

Failure is inevitable, so the key to success is to be good at learning from it. The ability to capitalize on hard-won experience is a hallmark of the greatest organizations — the ones that are most adept at turning knowledge into action, that are best at developing and implementing creative ideas, that engage in evidence-based (rather than faith- or fear-based) management, and that are populated with the best bosses.

 

Failure instructs. In fact, there is no learning without failure — and this includes failing at dangerous things like surgery and flying planes. Discovery of the moves that work well is always accompanied by discovery of moves that don't.

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Struggling Against the Invisible Bureaucracy of Organizational Culture | Leader's Beacon

Struggling Against the Invisible Bureaucracy of Organizational Culture | Leader's Beacon | Leadership Advice | Scoop.it

Most managers struggle against the flow of overly complex structures and systems and are often frustrated by an invisible force that undermines their attempts to affect positive change. Their instincts tell them that the organization’s culture and people are preventing them from getting the results they want, but “culture” remains one of the least understood aspects of organizational life. Organizational culture often acts like an Invisible Bureaucracy™ that frustrates and undermines effective business performance

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Engagement: Voodoo and Vision | HR Examiner with John Sumser

Engagement: Voodoo and Vision | HR Examiner with John Sumser | Leadership Advice | Scoop.it

The HR profession is misguided in its use of the term engagement and the various practices surrounding it. You don’t suppose it’s an accident that Engagement emerged as a magic cure all potion in the heart of the downturn. It’s not really a surprise that a process that encourages ‘discretionary’ labor would pop up after a national layoff carnival. Is it really that strange that employees are less connected to their work after their comrades have been summarily executed? In practice, engagement programs set workaholism as an ideal.

 

The truth is that most people work to live. They go to work to finance the rest of their lives. They are happy to deliver professional results to the best of their capability if the system will let them. But they will never see the company as the heart of their existence nor will they derive the bulk of their self esteem from thier work.

 

 

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Best Practices - Aren't - Forbes

Best Practices - Aren't - Forbes | Leadership Advice | Scoop.it

There is no such thing as best practices. The reality is best practices are nothing more than disparate groups of methodologies, processes, rules, concepts and theories that attained a level of success in certain areas, and because of those successes, have been deemed as universal truths able to be applied anywhere and everywhere. Just because someone says something doesn’t mean it’s true. Moreover, just because “Company A” had success with a certain initiative doesn’t mean that “Company B” can plug-and-play the same process and expect the same outcome. There is always room for new thinking and innovation, or at least there should be.

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Keep Experts on Tap, Not on Top

Keep Experts on Tap, Not on Top | Leadership Advice | Scoop.it

Experts are among the least successful predictors in times of massive uncertainty. They tend to think they know more than they actually do and therefore exhibit more confidence than is warranted.

 

The best decision-makers (i.e. leaders) in times of uncertainty are people with some humility--who are aware of the limits of their knowledge.  

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Hackett Study: Business Clients Highly Dissatisfied with HR | HREOnline's The Leader Board

Hackett Study: Business Clients Highly Dissatisfied with HR | HREOnline's The Leader Board | Leadership Advice | Scoop.it

Years of across-the-board cuts during the recession and its aftermath have left companies’ business-services departments–such as IT, finance and procurement–badly weakened in terms of talent and skills, says the latest “HR Book of Numbers” report from the Hackett Group. 

 

The report finds that the department leaders say they’re getting talent-management support from HR less than 35 percent of the time, on average, while the percentage of companies saying HR provides them with a full range of services is at 12 percent or less.

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Why "Big Picture Only" Bosses Are The Worst

Why "Big Picture Only" Bosses Are The Worst | Leadership Advice | Scoop.it

The best bosses are obsessed with learning details about every aspect of the business; the worst--the least promising and most arrogant--treat such nuances as being somehow beneath them.  

“Big picture only” bosses often make decisions without a deep understanding of the constraints, cost, and time required to implement them. 

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What Exit Interviews Reveal About Why Employees Leave

What Exit Interviews Reveal About Why Employees Leave | Leadership Advice | Scoop.it

From a PwC study of 19,000+ employees who completed exit interviews with PwC clients, the results are clear. Five out of the 10 reasons are directly related to supervisor skills or lack thereof (I include recognition for contributions in this category as too often this is fully reliant on the supervisor).

Indeed, employees do leave managers, not companies.

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How Google's Marissa Mayer Prevents Burnout

How Google's Marissa Mayer Prevents Burnout | Leadership Advice | Scoop.it

For organizations that demand much of their employees, hard work can spiral into burnout. Learning to prevent it--for yourself and your employees--is essential to your success as a leader. Here are three steps to get started:

 

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The One Thing CEOs Need to Learn from Apple - Saying "No"

The One Thing CEOs Need to Learn from Apple - Saying "No" | Leadership Advice | Scoop.it

Jobs said in an interview with Betsy Morris in 2008 "People think focus means saying 'yes' to the thing you've got to focus on. But that's not what it means at all. It means saying 'no' to the hundred other good ideas that there are. You have to pick carefully."

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Myth of the disconnected telecommuter debunked

The assumption that employees who regularly telecommute will feel less attached to the organization they work for due to feeling isolated and disconnected is a myth, according to a new study.
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Attract and Keep A-Players with Nonfinancial Rewards

Attract and Keep A-Players with Nonfinancial Rewards | Leadership Advice | Scoop.it

According to the Center for Talent Innovation (CTI), money is not the major motivator among college-educated workers. While raises or bonuses are not unimportant, especially in this uncertain financial climate, recent CTI data shows that workers across a spectrum of ages are looking for a remix of conventional rewards. Many of these don't cost a dime but pay off in increased engagement, loyalty, and willingness to go the extra mile.

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Workplace Flexibility--the "silver bullet" of talent management strategies

Flexibility is one of the best tools you can use to attract and retain talent. Workplace flexibility—granting employees autonomy to control when, where and how they get their work done is the "silver bullet"among nonfinancial rewards.

 

 

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3 Ways To Make Everyone Around You Smarter

Leaders accept and act on the paradox of power: you become more powerful when you give your own power away. Long before empowerment was written into the popular vocabulary, exemplary leaders understood how important it was for their constituents to feel strong, capable, and efficacious. Constituents who feel weak, incompetent, and insignificant will consistently underperform; they want to flee the organization and are ripe for disenchantment, even revolution.

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Are You Sure You're Not a Bad Boss?

Are You Sure You're Not a Bad Boss? | Leadership Advice | Scoop.it

Research suggests that the offensive actions so often associated with being a bad boss make up less than 20% of the behavior that actually defines the worst bosses. The sins of the bad boss are far more often those of omission, not commission. That is, bad bosses are defined not so much by any appalling things they do as by certain critical things they don't do.

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How to Boost Employee Career Satisfaction

How to Boost Employee Career Satisfaction | Leadership Advice | Scoop.it

Some people belive that employee engagement leads to higher productivity. Some do not. This article is a good outline of what makes employees feel more or less engaged.

 

For example: employees want to be informed about goals and expectations and how their roles fit within them. "Do I have a future here?"is one of the most important questions for both employers and employees to answer. Employers, however, often try to answer that question by offering promotions and pay raises when employees are really looking for value and meaning in their work.

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How Language Shapes Your Organization

How Language Shapes Your Organization | Leadership Advice | Scoop.it
Cultural permission is the tone, attitude and language that emanates from the executive suite. It is a mantra, expressed in oft-used catch phrases and philosophies that move like waves through the organization.
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The Power of Trusting Communities Can Move Mountains [vimeo]

Simon Sinek will make you rethink how you lead, how you market, and how you recruit. You'll think about work differently. In this video: "If You Don't Understand People, You Don't Understand Business" he make the point that our ability to build trust and relationships is the key to our survival as a race, and to thriving as ideamakers.

 

 

 


Via janlgordon, David Hain
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Bart van Maanen's comment, July 18, 2012 10:44 AM
No time to watch now, but I've pinned it. Did you see his TED.com video as well. That was quite inspiring too: http://www.ted.com/talks/lang/en/simon_sinek_how_great_leaders_inspire_action.html
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How an HR Process Contributed to Microsoft’s Downfall (Vanity Fair):

How an HR Process Contributed to Microsoft’s Downfall (Vanity Fair): | Leadership Advice | Scoop.it

Here is a cautionary tale about the consequences of a "forced ranking" performance review system. Kurt Eichenwald’s conversations reveal that a management system known as “stack ranking”—a program that forces every unit to declare a certain percentage of employees as top performers, good performers, average, and poor—effectively crippled Microsoft’s ability to innovate. “Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees,” Eichenwald writes.

 

“If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, 2 people were going to get a great review, 7 were going to get mediocre reviews, and 1 was going to get a terrible review,” says a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”

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What Your Employees Really Want (It Might Not Be What You Think)

If you think your employees only want more money and better benefits, think again. Think about giving them a reason why their work matters. Think about setting clearer expectations. Think about how you get their input in setting goals. 

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It’s the 80 percent that counts | Aspire-CS

It’s the 80 percent that counts | Aspire-CS | Leadership Advice | Scoop.it

t has been said that we remember 80% of the feelings in a conversation but only 20% of what was actually said. It doesn’t matter whether the conversation was uplifting or a downer, we seem to be wired to remember well what we felt.

 

As a leader, you’re being watched closely and although your words are important, it’s how you say them (the emotion behind them) that will be recalled and make the biggest impact on others.

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2 questions to help you resolve a failure | John Baldoni

2 questions to help you resolve a failure | John Baldoni | Leadership Advice | Scoop.it
It takes guts for a leader to admit when he or she is wrong, and even more so in front of an underling because it implicates the boss is part of the proble...
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How to completely, utterly destroy an employee’s work life

How to completely, utterly destroy an employee’s work life | Leadership Advice | Scoop.it

For 15 years, the authors studied what makes people happy at work. They also learned a lot about misery. Employees want to make a valuable contribution, and feel great when they make progress toward doing so. Yet many leaders, from team managers to CEOs, are already surprisingly expert at smothering employee engagement.

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Exit interviews show top 10 reasons why employees quit

Exit interviews show top 10 reasons why employees quit | Leadership Advice | Scoop.it

Ask employers why people quit a company and 9 out of 10 will tell you it’s about the money. Ask employees the same question and you’ll get a whole different story. 

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How to Motivate Employees? The Best Answer Ever

How to Motivate Employees? The Best Answer Ever | Leadership Advice | Scoop.it

Motivation ultimately comes down to patience. Showing patience is an extraordinary way to let people know you care about them. By showing patience and expressing genuine confidence in them, your employees naturally will be motivated to find ways to do things that will amaze everyone—including themselves.

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