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This page has been created for all individuals seeking to develop their professional learning on the topic, leadership.   Please Visit, Share, and Like: http://www.pinterest.com/jssaini27/leadership/ & https://www.facebook.com/leadersandfollowers & http://jssaini27.wix.com/learntolead
Curated by Jasmine Saini
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What Do You Stand for As a Leader?

What Do You Stand for As a Leader? | Leadership | Scoop.it
Leader clarity in what he or she stands for shapes results. It limits or unleashes people. It muddies or clarifies direction. It diminishes or upholds

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L.E.A.D with Emotional Intelligence

L.E.A.D with Emotional Intelligence | Leadership | Scoop.it
Emotions and leadership are not separate ideas.  Positive leaders can uplift and energize teams to a new level of performance. Some people call emotions “soft” and un-business like. We all know the...

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Miguel A. de Jesus's curator insight, July 24, 2:22 PM

I absolutely agree with the lessons and perspectives learned through mastery of emotional intelligence.

Graeme Reid's curator insight, July 24, 8:46 PM

Truly effective leaders have a high degree of emotional connection with their followers. Emotions do matter.

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Are You Cultivating a Culture of Leadership?

Are You Cultivating a Culture of Leadership? | Leadership | Scoop.it
Susan Mazza shares practical tips for encouraging leadership skills in all your employees so you build a culture of leadership.

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Is Your Leadership Mojo Out Of Whack?

Is Your Leadership Mojo Out Of Whack? | Leadership | Scoop.it
There comes a time in every leader’s life that they must step back and evaluate their leadership. Maybe you have noticed that you are...

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The Three Questions of Caring Leadership

The Three Questions of Caring Leadership | Leadership | Scoop.it
“A smile is the light in your window that tells others that there is a caring, sharing person inside. “Denis Waitley To care for another person, in the most significant sense, is to affirm and reco...

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Jerry Busone's curator insight, July 8, 8:12 AM

When the last time you showed your associates you care about them?

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21st Century Work: Career-Readiness Isn't What It Used To Be

21st Century Work: Career-Readiness Isn't What It Used To Be | Leadership | Scoop.it
21st Century Work: Career-Readiness Isn't What It Used To Be

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Allan Shaw's curator insight, July 8, 7:55 PM

This shift looks very attractive at first glance. I expect that movement in this direction will be less clear cut than that implied by this visual representation. Discussions with young adults especially recent graduates in the workforce would suggest this shift has started.

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Good Leaders Persuade, They Don't Manipulate

Manipulators are heard, but persuaders are believed because they are trusted, which results in a win-win.

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Graeme Reid's curator insight, July 10, 8:24 PM

It is far more powerful to influence than manipulate.

Joyce Layman's curator insight, July 11, 10:27 AM

Well said!

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Changing How You Lead Change - Australian Institute of Management Blog

Changing How You Lead Change - Australian Institute of Management Blog | Leadership | Scoop.it
Guest post by Jodie Nevid

Leading change is one of the most common problems leaders face.
There is a common misconception that people fear change, however it is rarely “change” itself that people fear. Fears are often related to people’s identify, comfort zones and beliefs. Learning to work with those three things can change everything.
Dilts’ Neurological Levels Pyramid is a great tool for leaders to explore because it can be a fantastic guide to leading change.
Let’s look at the 7 levels from bottom up:
Level 1 – Environment
When people are unhappy, the environment is often our first port of call. It could be the job, the organisation, the team, or even the location of a desk. There is an assumption that a change in environment will create an increase in happiness. Not so, because we take our unhappy selves with us! New workstations rarely solve the real issues.
Level 2 – Behaviour

When environmental change fails to lift morale, the logical place to improve seems to be behaviour. I see this done through team charters, agreed behaviours or a code of conduct. This can work, however it rarely sticks because people slip back to old ways. Frustration increases and we knock on the door of level three.
Level 3 – Skills
Frustration with a team’s failed attempt to live the charter often has leaders pulling out their hair, asking what it takes to get commitment. “Argh…It must be a skills gap!” An investment in training goes ahead, and if done well, improvements from some but not all take place. However, it is often only on the surface, because as we know, new skills don’t always stick!
Level 4 – Beliefs
All the skills in the world are no match for deep seeded limiting beliefs. Thoughts like ‘I could never do or say that’, or ‘that would never work here’ always come back to bite. This is where hope takes a hit and confusion sets in because when leaders have put their team through these steps all they can ask is, “Why doesn’t anything stick?”
It’s simple; if people don’t truly believe change is possible, their subconscious mind will continue to sabotage their own progress. Warning: trying to change someone’s beliefs can be incredibly difficult. Their beliefs are their truths. Don’t try to dissolve them – understand how they got there, because there’s usually a very logical reason!
Level 5 – Values
When you can find congruence between one’s values and the desired change, everything is easier. One of the best questions you can learn to ask your staff is “What really matters to you?” People become annoyed when they don’t feel understood or respected.
When you explore people’s values you can also look at their character strengths. The things people do well are most likely related to the things they hold valuable; it probably has some value in relation to the change as well.
Level 6 – Identity
When someone is in a resistant state I will focus the conversation back on them. “What do you believe to be true about yourself?” Is a great question and the answer can be challenging and enlightening as it shifts thought patterns.
A leader’s time is best spent coaching people to look within. Don’t make the mistake of waiting until after the fire when everyone is burnt. Teach people to find courage in ownership of their identity and give them the tools to change it for the better if they want to. Change can come quickly when people change the way they see themselves.
Level 7 – Purpose
In his book Drive, Daniel Pink identifies the three main motivators for people as: autonomy, mastery and purpose. The peak of Dilt’s pyramid is about that which is greater than self.
When people feel connected to a sense of purpose they will move heaven and earth. In fact, it is a connection to purpose that often gets in the way of change. When I ask people why they are resisting change, they often tell me they perceive the change as a threat to their purpose.
Experience has taught me that change is easier and faster when you start with conversations at the top of the pyramid. It has also taught me that most teams and organisations get bogged down at levels 1, 2 and 3. As you lead your people through the next change, why not take the short cut? It just might change the way you lead people through change!

Jodie Nevid is an international speaker, coach, consultant, facilitator and business owner who has worked with thousands of leaders across Australia and New Zealand. Jodie regularly speaks at conferences focused on self-development, personal growth, leadership and high performance. You can read more great articles by Jodie on her blog at The 7 Effect.
You may also be interested in joining AIM in Adelaide for the Women in Management High Tea on Thursday 14 August, where Jodie will be discussing the road less travelled.








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Renee Gibbins's curator insight, July 14, 7:26 AM

I currently work for a Queensland Government Department who are undergoing massive change. I have recently put together a presentation on how to work better as an effective team. After reading this article I have realised I'm stuck at level 2. I eventually want to end up managing a corporate unit where I have control of all elements of our business including Health and Safety, Human Resources and Finance.

 

To be able to take control of such a unit I need to move past level two and I believe these steps and levels detailed here are a great snapshot to begin that journey.

 

I have clear knowledge of what our units purpose is but need to find a way to link that back to each staff member to assist us through a huge culture shift and drive the change in our workforce from within.

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How To Prepare Yourself To Give Negative Feedback - Lead From Where You Are Now

How To Prepare Yourself To Give Negative Feedback - Lead From Where You Are Now | Leadership | Scoop.it
The move for most people from player to coach is not always an easy transition. Let’s face it. Leadership is work. It’s work to...

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Leadership and Influence Part 1

Leadership and Influence Part 1 | Leadership | Scoop.it

“ Article reviewing the links between leadership and influence”


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Fidan Aliyeva's curator insight, June 10, 6:09 PM

“ They key to successful leadership today is Influence, not Authority” Kenneth Blanchard.

I assume most of us are familiar with the word “Influencer”. I became acquainted with it a couple of years ago, through the scope of its current meaning, in light of all the digital eco-system we live in nowadays. Audience, followers, social media strategy, digital etiquette, expertise – this all builds up the world of influencer, its market share.

For me, it’s both exciting and challenging, the idea of being an Influencer and the way you can become one. I would say that expertise, self-discipline, focus, passion and egularity are one of the main features of strategy in order to become an Influencer. Passion will make it all come true much easier as well as leadership skills.

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Speaking Up for Leaders: How to Have Difficult Conversations

Speaking Up for Leaders: How to Have Difficult Conversations | Leadership | Scoop.it
How a leader communicates during layoffs can make or break the morale of a company for years to come. Start here to face difficult conversations head on.

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You're Not Crazy... Leadership Is Hard - Great Leaders Serve

You're Not Crazy... Leadership Is Hard - Great Leaders Serve | Leadership | Scoop.it
Leadership is hard! You may read these words and think: “Is this supposed to be news?” It was to me. As a young leader, I had the misplaced belief that if I learned to lead well, it would be easy. What I’ve discovered – if I learn to lead well, I’ll be more effective and » Read More

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Ivon Prefontaine's curator insight, July 16, 9:47 PM

Leading is hard work. Leading is serving. Leading is learning. Leading is teaching. It is not a checklist of things which upon completion means the work is done and the leading is complete.

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Message to Leaders: Speak with Conviction...Listen With Intention

Message to Leaders: Speak with Conviction...Listen With Intention | Leadership | Scoop.it
Every now and then, I like to write about communication. There are a couple of reasons for that. The first is that the language we use has a lot to do with how others regard us. And, in leadership,...

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donhornsby's curator insight, May 19, 9:48 AM

(From the article): If speaking with conviction gets people’s attention and earns their confidence, Listening with intention will help us to keep it. This is the kind of listening that demands our total presence. Our intention must be to suspend judgment; to resist the temptation to interrupt; to fight our tendency to build arguments in our heads while someone is talking. It requires us to explore; to question and to rephrase. This kind of listening comes from a conscious decision to truly understand what is being said. It does not require us to agree but it provides the opportunity for meaningful discussion that can lead to breakthrough thinking and effective collaboration.

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Eight Must-Have Competencies for Future Leaders

Eight Must-Have Competencies for Future Leaders | Leadership | Scoop.it
Leaders tomorrow will succeed with a different skill set than that of today’s best. Smart leaders will spot the mid-career folks with greatest potential to become those outstanding future executives.

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donhornsby's curator insight, July 2, 9:42 AM

(From the article): But those are not enough. While leaders tomorrow will need these capacities to adapt to a turbulent world, the fundamentals of leadership will not change. The reason: leadership relies on mobilizing human skills. Always has. Always will.

Nancy J. Herr's curator insight, July 2, 8:55 PM

You can easily translate this corporate advice to the realm of education. 

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What Do Great Leaders Discuss With Their Employees?

What Do Great Leaders Discuss With Their Employees? | Leadership | Scoop.it
Research shows a great return on the time spent by bosses talking directly with their staffers. Here are four conversations you could have.

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Leaders Eat Last

Leaders Eat Last | Leadership | Scoop.it
Being a true leader, says Simon Sinek, author of Leaders Eat Last: Why Some Teams Pull Together and Others Don’'t (Penguin), isn’t about being in charge, having all the answers or being the most qualified person in the room. Instead, it’s about creating a “circle of safety,” a culture that leads people to feel protected and free from danger inside the organization.

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Nancy J. Herr's curator insight, July 4, 10:33 PM

Ideals of servant leadership carry you far in your organization. Additionally, they allow others to grow. 

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4 Characteristics Of Learning Leaders

4 Characteristics Of Learning Leaders | Leadership | Scoop.it
4 Characteristics Of Learning Leaders

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Leadership is Not a Contest

Leadership is Not a Contest | Leadership | Scoop.it
I live in a culture that makes everything a contest. We take metaphors from sports and try to apply them to every activity of life. We live in a time when the language of athletics has become abbreviations to describe how we live. We have created a culture in which a Hail, Mary has become …

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Frank J. Papotto, Ph.D.'s curator insight, July 9, 1:43 PM

I agree leadership is a collaborative endeavor more than a competitive one, but let's not say we cannot learn from other mistakes as well as our own. Let's not say that coming up with better ways to do what others have done is not beneficial. It our job as leaders to do the best we can to help our organizations' achieve their purposes; it is rarely, if ever true that our purpose is solely defeating other organizations. 

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Leadership and Courage

Leadership and Courage | Leadership | Scoop.it

Courage has many faces. It doesn’t always show up complete with epaulets and a shiny sword yelling “Charge!!” In fact, I would suggest it more often demands a much subtler approach. Either way, cou...


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4 Ways Leaders Can Create a Candid Culture

4 Ways Leaders Can Create a Candid Culture | Leadership | Scoop.it
Sometimes you need to go beyond listening.

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Allan Shaw's curator insight, July 10, 6:55 PM

This is an excellent post and well worth the effort of reading and reflecting upon the contents. Listening is a good start and the additional three points made in this post build of being open to the views of others. Raising topics that are known to be contentious, teaching the skills of speaking candidly and listening well and finally and possibly most importantly, letting go of ego in discussions. The last is often easy to say and much harder to do! As a colleague has said to me, 'being open to our own frailties is the right challenge'.

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4 Faces Of Effective Leadership In The Digital Age

4 Faces Of Effective Leadership In The Digital Age | Leadership | Scoop.it
A leader is one who knows the way, goes the way, and shows the way. —John Maxwell
These are four examples of effective leadership in the

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10 Must-Ask Questions To Supercharge Your Leadership

10 Must-Ask Questions To Supercharge Your Leadership | Leadership | Scoop.it
We are in the employee feedback business. Answers become conversations about what is most essential and meaningful for the team and the company.

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Allan Shaw's curator insight, July 13, 8:08 PM

These are great questions and resonate strongly with my anecdotal experiences.

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Why You Need to Tie Performance to Leadership Development

Why You Need to Tie Performance to Leadership Development | Leadership | Scoop.it
Companies today face several unprecedented challenges. An increasingly competitive hiring landscape, combined with growing talent shortages and skills gaps, makes finding the right people …

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How to behave like a leader

How to behave like a leader | Leadership | Scoop.it

Many organizations espouse a set of “leadership competencies”; lists of abilities or traits that their leaders and leaders-in-training need to get proficient at.


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donhornsby's curator insight, February 23, 9:28 AM

Keep practicing until you feel the behavior is ingrained and sustainable; this is like developing a new habit. Leadership is a journey, not a destination, so have patience with yourself and know that the best leaders always have something they need to get better at.

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The Leader's Harvest - General Leadership

The Leader's Harvest - General Leadership | Leadership | Scoop.it
I challenge you to ask yourself the following questions about your leadership: “What type of seeds am I planting as a leader?” I am very interested in hearing how you are seeding leadership potential within your team, your family and your community. Are you happy with your harvest…or are you facing a famine? Visit GeneralLeadership.com to learn more!

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Ivon Prefontaine's curator insight, May 19, 12:36 PM

Mindfulness is about planting seeds. Mindlessness is also about planting seeds. Leaders and teachers should consider what seeds they want to plant. Are they seeds that lead to bounty? Or are they seeds that lead to famine.

 

Schools are often the latter where dictating is the norm and teachers struggle with the seeds which result in famine.