Realizing Leadership Magazine. In Conversation with Chris Atkinson: The Transformational Leader
Elysian Training's insight:
Elysian Training is very happy to be featured on the cover of Realizing Leadership this month.
“If people listen to you, if they’re choosing to follow you – your words, your ideas – you’re a leader regardless of your position and that’s fundamentally misunderstood because we associate the word leader with those people with power..” ~ Chris Atkinson
Motivation Beyond Money - by Chris Atkinson | HR Disrupted: The Next Agenda for Transformation and Delivering Value | Long-term Sickness Absence Rises in Manufacturing | HR Strategy Tied To Company Performance – Insight by Paul Tuck > bit.ly/1fJBLlY
This article, HR Disrupted: The Next Agenda for Transformation and Delivering Value, features Dave Ulrich who has been at the centre of HR Strategy for decades. During which time he has anticipated the changing shape of HR and the increasingly strategic nature of the role.
The emphasis in this article is on the enabling role technology plays in transformation and creating value. Ulrich argues that a strategic HR function needs the data, insight and a scalable platform to enable the achievement of strategic objectives.
Developing leaders who are able to drive high-performance in a global business environment requires commitment, resources, and an enlightened and informed approach that goes beyond simply skill-building.
The debate about whether these earth-shaking leaders are born or made will continue to rumble on, not least because they’re so apparently rare. Then again, it often only takes one person at the top to kickstart an organisation into action.
A new Ketchum leadership study of more than 6,000 respondents in 12 countries reveals people are looking more to employees at all levels for leadership instead of just those at the top of the org chart. According to the fourth-annual Ketchum Leadership Communication Monitor (KLCM), 41 percent of respondents believe leadership should come mainly from the organization and all its employees, compared with 25 percent that believe leadership should come only from the CEO.
This aligns with three years of KLCM data pointing to the demise of the CEO-as-celebrity leadership style and highlights a greater-than-ever opportunity for "leadership by all" – a collaborative and communicative culture that empowers employees at every level.
While the CEO, board and senior management still play an important role, the study suggests that employees throughout an organization can and should provide leadership. The survey identified the top five traits of an effective leader: leading by example (63 percent), communicating in an open and transparent way (61 percent), admitting mistakes (59 percent), bringing out the best in others (58 percent), and handling controversial issues or crises calmly and confidently (58 percent). These are traits that every CEO should possess, and also ones that every good employee would have.
Today morning, I read an incredible Fortune profile on Brian Chesky, CEO of Airbnb. There's a lot of useful nuggets in the article, especially for a young entrepreneur/CEO of a fast growing startup, so I recommend reading the entire article.Through many conversations with top business leaders and reading many books, Brian came up with his own leadership rules - which the article summarized at the end: That last one - refilling the reservoir - is one that really resonated with me. During the early days of Pulse, I talked to a lot of people outside the co
Managers can attest to this experience: You ask an employee to carry out a task that has enough flexibility for creative input. Rather than making their own decisions, the employee comes to you with an onslaught of questions, trying to pin down the exact parameters of the task. You become [...]
Over the past few years, I’ve watched as my company evolved from an early-stage, scrappy startup to an established tech company. As Okta has transitioned, so has my role. I’ve gone from being extremely hands-on and getting most of the work done myself, to charting the course and navigating the industry. Nowadays, my role is to collect information from customers, employees, and industry leaders and get out of everyone else’s way.
In other words, it’s my job to not have work to do. I think of it as constantly working myself out of a job — any time I’m a bottleneck, or someone is reliant on me for something, I’m making the entire company less productive. Just like some of my co-workers want to end the day with “Inbox zero” my goal is to reach “Work zero.” My company’s productivity is my ultimate priority, and anytime I take away from that productivity, I’m taking away from Okta’s success.
If you are anything like us, you clap politely at the end of your boss's boss's boss's overly scripted presentation and then turn your attention to thoughts of a free lunch as the smell of catered food and Sterno catches your nose.
Management gurus tell us what leadership is…and isn't. Years of research have taken us from employee-driven quality control, to empowerment, to "followership." By "turning the pyramid upside down," many of these approaches encourage employees to do what they think is best to serve customers, improve processes and innovate. Beyond these, however, in the age of closer and closer connectedness we are seeing a new organizational phenomenon. We call it crowdsourcing leadership. Much like composer Eric Whitacre, who uses crowdsourcing to splice together individual singers' voices to create masterful choral works (albeit with digital technology), business leaders are increasingly asking employees to lend their voices—and talents—to the chorus of direction and leadership.
As an employee, not feeling like you have the ability to speak your mind about issues that are important to you can be stressful.
Employees are the ones who are deeply in touch with customer needs as well as problems and opportunities within the company. That's why it's important that leaders create an environment that will elicit open and candid feedback.
Feedback at every level is critical to the success of an organization.
Here are five tips to help you create a transparent and open workspace.
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