Imagine that you found a unique source that provides you with the latest information and tools on Leadership. A tool that recognises the importance of Emotional Intelligence as a prerequisite to become a leader.
Interacting with people becomes in this world of super-connectivity and increasing speed of change, of the utmost importance. Thus emotional intelligence.
Therefore I created this space where you will find articles of myself and of others that are considered as leaders on their domain.
Award-winning New York Times reporter Charles Duhigg takes us to the edge of scientific discoveries that explain why habits exist & how they can be changed.
Eric Van Camp's insight:
Habits make or brake you. What habit do you want to change as a leader. Is it the unintentionally provoking questions you raise every morning? Is it the urge to micromanage every day, every hour, every minute? Or are there any behaviors you would like to add....effortless. Read the book, scan for your own patterns and add some strong new ones!
As your role grows in scale and influence, so too must your ability to listen. But listening is one of thetoughest skills to master— and requires uncovering deeper barriers within oneself.
While tactically there aremany ways to strengthenyour listening skills, you must focus on the deeper, internal issues at stake to really improve. Listening is a skill that enables you to align people, decisions, and agendas. You cannot have leadership presence without hearing what others have to say.
I admit it: I'm obsessed with leadership.I believe every employee deserves a workplace where she is led boldly, supported and believed in, treated with respect, called higher, and invited to bring (This is What Leadership Looks Like | LinkedIn
Only 13% of employees worldwide are engaged at work. Managers everywhere can help solve this problem with the right strategies -- and reap the benefits of higher employee engagement.
Eric Van Camp's insight:
Engagement is essential... I would like to add a 6th tool. Giving feedback, whether it is corrective or supportive as often as possible.
Think about it, you would probably never arrive each morning without feedback of traffic lights, other drivers, the police, your wife and children, etc... Feedback let us stay on our track and gives us opportunities to know whether we are driving in the right direction or not. Therefore learning how to give the correct feedback is one of the most essential tools, leaders can acquire. It is even more true for the leaders themselves, because those are the ones who get feedback the least! So leaders, go out, learn how to give feedback AND learn others how to give feedback to you!
As people incorporate changes into their routines, let them know what they are doing well and what needs improvement as they go.
Feedback provides reinforcement of the change and also the opportunity for course correction.
When we hear the word “feedback,” we typically think of difficult one-on-one conversations telling people their “opportunities for improvement.”
While that is one form of feedback, consider these other ways to let people know how they are doing
Audio or visual cues indicating a task has been performed correctly or incorrectly
Data, charts, test results or other information that indicate progress
Employee surveys or other anonymous feedback tools.
The people who need the most feedback during change are leaders.
Since it is typically daunting to provide leaders with feedback, they are also least likely to actually receive feedback. In your role as a change agent, it is imperative to find a way to tell leaders what they are doing to hinder the change effort, and not to forget to let them know what they are doing right. If you don’t tell them, how else will they know?
Since 2008 and the recession, employees have gone into survival mode. They are surviving work. This means doing what it takes to make a buck and stay afloat. Sometimes that means losing their home to foreclosure in order to pay their other bills, moonlighting at a second job, or working at a crappy job that didn’t give a damn.