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
The THNK model of creative leadershipCreative leadership is rich with paradoxes. Creative leaders are driven by their internal passion and purpose, yet they also have an externally oriented, explorative mindset. Creative leaders lead from the front by envisioning a better future, pointing the way and setting an aspiration, yet they achieve this by orchestrating a creative team, often leading from behind to bring out the best in others. In this article, we describe the competencies of a creative leader in detail, and invite you to look in the mirror and see how you score on those key competencies. We explore the topic of paradoxes found in creative leadership and leave you with some practical suggestions on how to grow as a creative leader.
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.
When I ask Kevin Hough how many people make up the recruitment team at insurance company LV=, his answer is simple: 6,000. As group head of resourcing, Hough is clear that every single one of LV=’s employees is a brand advocate and it is this mindset that he is keen to promote within the business. “The whole of LV= should be advocates and assist with our talent acquisition,” he says. “That’s what we want to leverage.” Since the company transformed itself from Liverpool Victoria to LV=, Hough and his team have been working tirelessly to ensure the employer brand is aligned to the consumer brand; together with highlighting that LV= isn’t a “run of the mill” financial services organisation. This has been achieved with a consistent set of messages, with ‘real’ LV= people as the face of the brand, and making sure that the employer brand story lives up to reality. “It’s sometimes tough to get people to understand why an employer brand is so critical,” admits Hough. “But it underpins everything that we do and is just as essential as a product brand.”
The phenomenon of overburdened employees is hitting organizations harder and faster than expected. In this paper, we explore the stress of these issues on employees in managerial roles and how to measure their “supervisory burden” in an effort to set appropriate spans of control to operate effectively and boost organizational performance.
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.
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