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
Mental health issues are one of the largest causes of workplace absence – and not recognising the signs can cause them to get worse. Dr Mark Winwood, Director of Psychological Services, AXA PPP healthcare, asks how organisations can prepare their managers to spot stress – and what to do next
In the last few years several theoretical models of organizational learning have been developed from the perspective of diverse disciplines. One of the most influential models is that of Crossan, Lane and White (1999), who believe that organizational learning occurs through four processes (intuiting, interpreting, integrating and institutionalizing) and in two ways: from the individual to the organization (feed forward) and from the organization to the individual (feedback). This model, however, attributes to intuiting (defined by the authors as “the preconscious recognition of the pattern and/or possibilities inherent in a personal stream of experience” p. 525) the whole explanation for individual learning, ignoring the influence of conscious learning processes. Zietsma, Winn, Branzei and Vertinsky (2002) introduce two modifications to the model: the process of attending and the process of experimenting. The value of their proposal lies in the recognition of the influence of a conscious process in learning, namely attention. Attending, however, is just one of the many processes that intervene in individual learning. Castaneda and Perez (2005) make a contribution to the original model of Crossan, Lane and White (1999) by redefining individual learning from the perspective of social cognitive theory as developed by Albert Bandura (1986). The result is an integration of human capabilities and learning sub-processes beyond mere intuition that excludes other cognitive processes and forms of conscious learning. Humans have the capacity for symbolization, forethought, learning through modeling, self-regulation and self-reflection. Individual conscious learning includes the process of attention; yet, at the same time (according to Bandura, 1986), it includes three other processes: retention, production and motivation. This paper presents an improvement proposal at the group level of the model, adding two conscious processes: conversation and social modeling. Finally, a case is described with examples of each of the new introduced processes, at the individual and group levels.
If you haven’t read the book Leadership BS: Fixing Workplaces and Careers One Truth at a Time, by Stanford business school professor Jeffrey Pfeffer, you are missing out. Pfeffer lambasts the leadership development industry — including business schools, human resource departments, authors, and leadership programs and coaches — for being clueless about the harsh political realities of the workplace, and for promoting behaviors that are aspirational rather than practical.
In a down-to-earth, take-no-prisoners manner, Pfeffer shares research and stories to back up his claim that leaders looking to advance their own careers should do the opposite of what most leadership experts tell them, and that “the qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.”
Millennials have a bad reputation. They are seen as spoiled, lazy and have high expectations. Put simply, they’re considered immature, but we think otherwise. Based on our research, we believe that Boomers and Gen Xers have important roles to play in mentoring Millennials and helping them harness their valuable talent. [...]
The author of this article, S. Chris Edmonds, shares a few incredibly important points for leaders sharing stories. The first one is that stories help guide behavior. Tell the wrong stories and you'll be sorry.
On the other hand, if a leader knows the right stories to share, the bottom line increases. Gotta love that. Makes you wonder why more CEOs are paying attention this. And if you are a CEO who does -- yay!
I will also point out that sharing stories is not enough. Rewards and acknowledgement are critical for success. You'll see what I mean when you read the article.
What I also really like in this post are the 2 stories Edmonds shares to make his point. Not only are they good stories, they drive home the advice he brings to the table. Enjoy.
Where would we be without TED Talks? Since 1984, TED has worked to share ideas relating to technology, health, and management, among other things. Throughout the years, speakers like Al Gore, David Blaine, and Douglas Adams have given talks, ostensibly to help inspire others to improve their lives.
Here are 20 such talks that should inspire you to become a better leader:
The imperative to make a critical shift forward is written on the walls of our workplaces. Money is not enough, because in a world of increasing change, challenges, competition the litmus test, the NEW currency of success is providing YOUR people, YOUR bread and butter, the foundation of YOUR success, with a workplace that is purposeful, engaging and allows them to not only grow professionally but personally. Delighted to share a guest post by internationally acclaimed speaker and trainer, Chris Atkinson. Thank you Chris for your important work. I am sure that your upcoming seminar Transformational Leadership-Moving Beyond Money at World of Learning, Birmingham, UK will be received by a captivate audience Sept 30th 2015.
Elysian Training's insight:
We are happy Elysian's Chris Atkinson is featured on the amazing Just Coach It #leadership blog. Thank you Irene.
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