Great leaders inspire us, creating passion and belief through exciting shared dreams and causes about which they have strong convictions.Do you have an exciting shared dream and a strong cause for (Leadership Skill #2: Do You Have A Dream?
Akash: The following post is by leadership speaker and expert Paul Thornton. Paul has coauthored the book, Public Speaking Tips from the Pros with me. This post is based on his book, Leadership-Off the Wall.
Can resilience be taught? If so, how? And are some organisations more resilient than others? This article considers how the notion of resilience can inform and energise corporate culture, and how the resilient individual survives and thrives in the workplace.
"We’ve all endured “death by PowerPoint.” It’s a painful experience for the audience and probably not all that fun for the presenter either. To help my students deliver effective presentations—free of those deadly bullet points—I have my go-to applications."
The latest findings in cognitive science and neuroscience that helps explain the thinking behind design thinking. This includes a concept called "pivot thinking" which is the cognitive ability to reframe a problem or move in a new direction.
Today, there are thousands of options to invest money in online marketing through the Internet. The problem that we face as entrepreneurs is that we do not have the money specifically earmarked for this purpose in order to take the first steps.
I usually refrain from posting articles about lessons learned from disasters, just out of respect for the events. This week though, a valuable leadership lesson was displayed to me and the words “put-out or shut-up” is what cycles through my mind.
We can find Bruce Tuckman’s Forming-Storming-Norming-Performing model, the most famous model for team development, has more relation to Tannenbaum & Schmidt’s Continuum theory and Situational Leadership Theory.
Though he came up with four stages(forming-storming-norming-performing) in his initial publication in 1965, he added ‘Adjourning’(some refers this as ‘Mourning’) , to include team breaks after project completion, in later 1970s...
Tannenbaum & Schmidt Continuum theory explains the relationship between the levels of freedom that a manager chooses to give to a team, and the level of authority used by him.
Resemblance between Continuum theory & this theory is in existence of different team developmental levels & movement between those levels as team develops...
Situational Leadership deals with the relationship between follower’s developmental level & leadership behavior(directive/supportive) based on the task/situation.
SL resembles same structure if we represent the four stages in different quadrants.
Tuckman’s theory aims on the way in which a team handles a task from the initial formation of the team through to the completion of the project.
Development level moves from one stage to the other sequentially as they mature as a team but time taken in each stage depends on understanding of and commitment to the goals of the team...
In life and in leadership, we are constantly dealing with duality. To learn, we need to be curious. To lead, we need to have followers. To be strong, we need to be vulnerable. To give, we need to receive.
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