Leadership and Development
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Leadership and Development
Develop yourself, your team, and your company
Curated by Anna Conrad
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To Strengthen Your Confidence, Look to Your Past

To Strengthen Your Confidence, Look to Your Past | Leadership and Development | Scoop.it
You'll realize that successes often outweigh failures.
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The 10 Most Horrifying Team Building Exercises

The 10 Most Horrifying Team Building Exercises | Leadership and Development | Scoop.it
Whether it’s being made to sing on a stage in front of your colleagues to build team spirit, or doing trust falls to improve rapport, most people dread workplace team-building events like little else.  I recently asked readers to tell …Read »...
Anna Conrad's insight:

These are the types of activities that most people think of when they are told they will be doing a team building.  I cringed just reading this (and then I laughed).

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Muralidharan Jayaram's curator insight, July 14, 2013 10:51 AM

Choosing team building exercises without thinking through can have the opposite effect.

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Why So Many Leadership Programs Ultimately Fail

Why So Many Leadership Programs Ultimately Fail | Leadership and Development | Scoop.it
You can't just learn about communication. You have to do it.
Anna Conrad's insight:

Leadership programs should not be based on theories - they should be results-focused and immediately applicable.  

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Russ Bergeman's curator insight, July 12, 2013 9:17 AM

I think Peter hits the nail on the head in this article... He says, "What makes leadership hard isn't the theoretical, it's the practical. It's not about knowing what to say or do. It's about whether you're willing to experience the discomfort, risk, and uncertainty of saying or doing it."

 

Whether you are talking about leadership development program, team building, or strategy development, participants must focus more on the practical than theoretical. This takes a special style of training and development, one that is experiential with practical exercises that demonstrate the power of actually leading (rather than just knowing about leading).

 

Learning to be an effective leader is a process that requires more than just attending a course or reading a book. Leadership development is a lifelong process that requires a foundation of knowledge, a trust in the leader's gut feelings, and consistent feedback and "rudder steers".

 

I am proud to say that my company, The Employers Edge, offers programs with all of the above mentioned attributes. Customized leadership modules, integrated coaching and follow-up, and dynamic exercises are the foundation of the content offered by expert facilitators and instructors. We do exactly what Peter argues is a necessary goal of any leadership program, "The goal of any leadership development program is to change behavior. After a successful program, participants should show up differently, saying and doing things in new ways that produce better results."

 

Russ

www.theemployersedge.com

 

Ron McIntyre's curator insight, July 13, 2013 12:52 PM

Excellent points made regarding reasons for failure.  Good article.

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Who New CEOs Fire First

Who New CEOs Fire First | Leadership and Development | Scoop.it
The top executive most at risk? The head of HR.
Anna Conrad's insight:

Great article on the tacticle changes.  Think about what these changes do to the company culture - and what you are doing to support or hinder it.

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Pedro Baranda of Otis Elevator, on the Push for Innovation

Pedro Baranda of Otis Elevator, on the Push for Innovation | Leadership and Development | Scoop.it
An engineer by training, the president of the company says a key to management is learning to delegate and appreciate employees’ efforts, even if they don’t succeed.
Anna Conrad's insight:

Great advice for new and seasoned leaders.  The result of his 360 is similar to so many others.

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How to Write the Dreaded Self-Appraisal

How to Write the Dreaded Self-Appraisal | Leadership and Development | Scoop.it
Reviews are unpleasant. But they can work in your favor.
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Lauren Nichols's curator insight, July 4, 2013 10:52 AM

Great advice! Last year I took extra time to give specific examples of linking performance of job responsibilities to my personal / departmental goals completion and impact on overall organizational goals. It is time consuming but worth it,especially if you have a difficult time talking about our accomplishments.

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Becoming a Better Judge of People

Becoming a Better Judge of People | Leadership and Development | Scoop.it
Ten questions to help you understand the
Anna Conrad's insight:

Self-awareness and authenticity are key traits of a good leader.

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Can You Really Improve Your Emotional Intelligence?

Can You Really Improve Your Emotional Intelligence? | Leadership and Development | Scoop.it
It's a noble quest, but a tough one.
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Gen Y can guide their offices with tech savvy

Gen Y can guide their offices with tech savvy | Leadership and Development | Scoop.it
The rise of the Gen Y generation is pressuring many workplaces to adapt and change their staid ways.
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Taking a Vacation? Take an Email Sabbatical!

Taking a Vacation? Take an Email Sabbatical! | Leadership and Development | Scoop.it
Have you ever returned from vacation more stressed out than when you left? Is the reason because you came home to 10,000 email messages that managed to convey high pitched anxiety even in text (with
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How to Give a Meaningful Apology

How to Give a Meaningful Apology | Leadership and Development | Scoop.it
Start by saying,
Anna Conrad's insight:

Another perfect example that leadership skills at work are relevant at home.

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Break Your Addiction to Meetings

Break Your Addiction to Meetings | Leadership and Development | Scoop.it
Retrain your brain, and your team, to work more efficiently.
Anna Conrad's insight:

I love the decision tree!

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Managing the Chinese way | McKinsey & Company

Managing the Chinese way | McKinsey & Company | Leadership and Development | Scoop.it
An executive with 20 years of experience in China says that to succeed there, leaders must learn to think differently and devote particular attention to people. A McKinsey Quarterly article.
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The Big Difference Between Leaders and Managers

The Big Difference Between Leaders and Managers | Leadership and Development | Scoop.it
Leaders are a causal force — they cause things to happen that were not going to happen without their influence. They are future oriented and they envision possibilities that are often …
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Rim Riahi's curator insight, July 25, 2013 1:59 AM

Leaders are a causal force — they cause things to happen that were not going to happen without their influence. They are future oriented and they envision possibilities that are often …

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NeuroLeadership Institute’s Chief, on Shared Goals

NeuroLeadership Institute’s Chief, on Shared Goals | Leadership and Development | Scoop.it
David Rock, the director of the NeuroLeadership Institute, says that by creating shared goals, managers can make everyone sense that they’re part of the team.
Anna Conrad's insight:

The SCARF model is extremely powerful, helping leaders (and those being led) understand and deal with their emotions - two critical elements of emotional intelligence.  

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Russ Bergeman's curator insight, July 11, 2013 10:23 AM

Interesting insight into how the mind reacts to social interaction, especially in the workplace. David Rock theorizes that people may become neurologically scarred by the way they are treated by bosses and co-workers. I have found that the best way to heal these scars is by establishing (or re-establishing) a foundation of trust, honest communication, and accountability.

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The Most Effective Ways to Make It Right When You Screw Up

The Most Effective Ways to Make It Right When You Screw Up | Leadership and Development | Scoop.it
Focus on the recipient's perspective, not yours.
Anna Conrad's insight:

This is worth republishing.

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The Delicate Art of Giving Feedback

The Delicate Art of Giving Feedback | Leadership and Development | Scoop.it
Be sparing with criticism and generous with praise.
Anna Conrad's insight:

Feedback is a critical part of everyday professional life, both giving and receiving.

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First Minutes are Critical in New-Employee Orientation — HBS Working Knowledge

First Minutes are Critical in New-Employee Orientation — HBS Working Knowledge | Leadership and Development | Scoop.it
Employee orientation programs ought to be less about the company and more about the employee, according to new research by Daniel M. Cable, Francesca Gino, and Bradley R. Staats.
Anna Conrad's insight:

To get a new hire excited about the company and their new job tap into what matters most - the person 

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You have more time than you think

You have more time than you think | Leadership and Development | Scoop.it
As we mark the summer solstice and the days get shorter, don't feel trapped by time, write Elizabeth Dunn and Michael Norton.
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Kotter International - The 8-Step Process for Leading Change

Kotter International - The 8-Step Process for Leading Change | Leadership and Development | Scoop.it
Kotter International - 8-Step Process for Leading Change
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Unlocking the full potential of women at work | Organization Practice | McKinsey & Company

Unlocking the full potential of women at work | Organization Practice | McKinsey & Company | Leadership and Development | Scoop.it
McKinsey’s latest research on how women advance in the workplace, produced for the Wall Street Journal’s Task Force for Women in the Economy, breaks down some of the ways companies are advancing female executives and weakening the...
Anna Conrad's insight:

Women say yes to advancement but no to the C-suite.  Although about the same proportion of midlevel female and male managers say they'd like to advance to higher levels in their companies (69% and 74%, respectively), only 18% of women say they'd become C-level leaders "if anything were possible." That's just half the proportion of men, according to a McKinsey study of 60 leading companies. Numerous women said they were put off by the corporate politics of the C-suite.

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How You Can Benefit from All Your Stress

How You Can Benefit from All Your Stress | Leadership and Development | Scoop.it
First, stop being so stressed out about your stress level.
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No One Likes to Be Changed

No One Likes to Be Changed | Leadership and Development | Scoop.it
So set a goal, and let the team figure out how to adapt.
Anna Conrad's insight:

The only people who usually like change are the ones who create and drive it.  Give this responsibility to the people who will actually be implementing the change.

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