Great posts inc. 10 Ways to Build Great Leadership in Turbulent Times by Irene Becker | Get set GO! How to Motivate Yourself with Rewards | 4 Inspirational Stories about Great Leadership Communication | Leading People We Find Challenging |
Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.”
Tolstoy’s dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves.
Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.
It is in human nature to look for negative in everything first. Most of the stories on the news are negative (after all, they draw the most attention). There are more negative words in our vocabulary than positive and happy words.
When something doesn’t go the way we think it should, our mind immediately jumps to negative thoughts and gloomy assumptions.
It is also in human nature to fix things...
The simple truth is that if we stop trying to “fix” our employees and rather focus on their strengths and their passions, we can create a fervent army of brand evangelists who, when empowered, could take our brand and our products to a whole new level.
Here is the ABCD of strength-based leadership:
Align, don’t fix. Instead of forcing team-members to work on projects that need to be done, ask “Who wants to take on this one?” Look at the skillsets of your employees, talk to them, and identify the best fit. You might find that someone who isn’t passionate about analytics would trade projects with someone who is and vice versa. Sometimes it’s as easy as asking. And sometimes you need to reshuffle your team and fill in the gaps. But ultimately, when all the pieces of the puzzle fit well and all the skillsets are utilized in the way they should be, you end up becoming a better leader and fostering an innovative environment.
Build diverse teams. Diversity of perspective, cultures, passions, ages, genders will help you build some of the most creative and innovative teams around. Building a successful team is like building a puzzle. When all of the pieces fall into place, you end up with a complete picture. Don’t just hire “yes” people, hire those who will be able to bring various strengths to the team, thus creating grounds-breaking thinking. Their success will take your success to new heights.
Create the culture of transparency. When your team-members trust you, they are open about their passions, motivations, and dreams. And if you listen (not hear, really listen) hey will give you their 110% and more.
Don’t manage, empower. Building a diverse and complete team is half the battle. The other half is to actually empower them to create art. And that requires risk-taking and unconventional thinking. As a leader you need to allow your teams to be naïve, curious, and bold. Even if sometimes it leads to a healthy conflict. A diverse team usually means strong perspectives and opinions. But that’s okay, because as a leader you can guide your team and their passions in the right direction without dampening their ingenuity and enthusiasm.
Leadership is a privilege, not a right, and we need to treat it as such. Leadership means encouraging people to live up to their fullest potential and find the path they love. That, and only that, will create a strong culture and sustainable levels of innovation.
Management and leadership practises were once just a subject for TV sitcoms – the Office's David Brent, a master of 'management speak', was celebrated as an example of all that is bad about bosses.
But recent scandals, such as those concerning the BBC, NHS and the banking sector, have forced the debate about management and leadership up the agenda. Employers and politicians alike are now asking how our public and private bodies should be organised – and how we can prepare the next generation of leaders.
Key to the problem is understanding the difference between management and leadership, says John Kotter, Konosuke Matsushita professor of leadership at Harvard University. He fears that too often, employers use the terms synonymously.
Corporate culture is an incredibly powerful factor in a company’s long-term success. No matter how good your strategy is, when it comes down to it, people always make the difference. Strategy is rational and culture is emotional.
Under A. G. Lafley’s leadership from 2000 till 2010, Procter & Gamble's sales doubled, profits quadrupled, market value increased by more than $100 billion, and its portfolio of billion-dollar brands – such as Pampers, Olay, and Gillette – grew from 10 to 24 as a result of P&G’s focus on winning strategic choices, consumer-driven innovation, and reliable, sustainable growth.
This is the story of the strategic choices that founded P&G’s transformation.
Leaders must take more time to stop, reflect and assess their own thinking, capabilities and aptitudes. They must evaluate how their leadership brand is being perceived by others and whether or not it has grown tired and requires a tune-up. Leaders must take pause and reach out to those before them who have already lived the situations they are about to experience themselves – and embrace these perspectives as nuggets of wisdom in preparation for what lies ahead of them.
Values-led leaders help create emotionally and mentally healthy organisations, where business goals are met without sacrificing personal values (Leadership for the future: Diversity, creativity & co-creation http://t.co/YTxM2LTE3Y)...
"Yet while political organisations have always been a rich fund of colourful stories (who’s up, who’s down, who’s in and who’s out) and powerful visions (I have a dream …) this is excluded from the traditional account of managerial leadership. Our research highlights the distinctive ways in which storytelling serves strategic purposes for chief executives’ leadership behaviour. This short article outlines some of our headline findings and argues that storytelling should be recognised as central to the ways in which local authority chief executives act as leaders."
This essay outlines some of our headline findings and argues that storytelling should be recognised as central to the ways in which local authority chief executives act as leaders. We confined our findings to three main areas: The ways in which chief executives use stories to:
- persuade and to construct meaning for others;
- establish credentials and join the group;
- build relationships and learn from others in the group.
“Science, once the great explicator, garbles life with complexity and perplexity. Who can listen without cynicism to economists, sociologists, politicians? Religion, for many, has become an empty ritual that masks hypocrisy. As our faith in traditional ideologies diminishes we turn to the source we still believe in: the art of the story.” Robert McKee, screenwriter
Once upon a time there were only workers and owners, but then the age of the manager dawned. There are five million managers in the UK today, 10 times as many as there were 100 years ago. Why this the obsession with management?