Weak leaders smugly think, “I knew that would happen.” Cowardly leaders saying “I told you so.” Not if but how: Strong leaders tip toward courageous intervention. They don’t sit on the sidelines like cowards gloating over failures they saw coming.
The Pharaohs leading the cadres managing the work teams that built the pyramids understood leadership (Dade 2008). The Imperial Emperors knew how to lead the Chinese civil service that held China together for thousands of years. The Moguls of India and their administrators understood how to lead. The Holy Roman Empire needed no leadership books or journal articles. Leadership as practised by the Egyptian Pharaohs and Chinese emperors still lives with us in our language today: “stepping out of line” and “getting the chop” referring to the soldier of the emperor and Pharaohs with a sabre on horseback that would chop off the head of anyone who literally stepped out of the single file line of workers.
Julia started “Mike, I explained what was needed from Anthony. Sat with him to create the action plan, defined the goals…and still the work got done late, over budget and the Quality Auditors are all over my ass.”
As such it is a style of communication that corresponds to the Authoritarian style of leadership. Concerned with command and control, it fits perfectly with a type of leadership that does not use consensus, is probably little ...
Build realistic self esteem. Make sure there is some kind of early success and celebrate and build on it. Reinforce confidence. 4. Reinforce good performance. As we have clearly stated before 'Catch someone doing something right' ...
People become leaders – by title – because they’re good at . . . well, leading. Well, in addition to this… you also need to be good at organizing, counseling, and many other things. But for now, I just want to focus on organizing.
We've all heard the axiom “you can't know where you're going if you don't know where you've been.” To some degree, that's true. In their book “The Leader of the Future 2: Visions, Strategies, and Practices for the New Era”, ...
Last night, I had a breakthrough: I realized that personal productivity is the new dieting. (Like all evening epiphanies, this one is subject to future revision, refinement, and rejection.) Here’s what I mean.
The concept of wisdom is making a comeback (1). Following a period of business folly and fiasco, there is a growing realisation that classic competency frameworks fail to integrate fully the cognitive, affective and motivational dynamics of sustainable leadership. Abandoned some time ago as a quaint but non-scientific construct, wisdom is now regaining recognition as a key component of leadership. This article summarises the “seven pillars” of wisdom (2) and explores one pillar; “time perspective” to provide fresh insights to highlight different manifestations of foolish and wise leadership.
The best leaders bring more than their physical and mental selves to their work. They bring their passion, beliefs, values and emotions too. They realize, through learning or intuition, that they are leading full human beings, ...
Idi Amin, Hitler, and Gaddafi are notorious examples of the extreme end of the situational leadership continuum – leadership by 'power of position'. At the other end of the continuum Nelson Mandela, and Aung San Suu Kyi, ...
We all need help: managers delegate (it's really about help), team members collaborate, and it would be great if our kids would take the trash out for us. Yet asking for help seems to be unbelievably difficult for many.
Today, more than ever, we need courageous leaders who empower others to reach heights they never thought possible.
Developing your leadership capacity is moving beyond focusing on the day to day operations and expanding your decision making process to focus on long term strategies that are able to sustain business over time.
Leaders need to focus on developing a transformational leadership style that creates positive change and growth. This begins with the goals and vision that are set by leaders and their ability to clearly communicate them to their team in a way that inspires then to buy in.
Image source The fringes of leadership are populated with problem-centric leaders. Leaders are born when they shift from self to others. Leaders begin leading when they shift toward solutions. The first is a beginning - the second represents success.
Effective leadership is not a single act or facet. Rather, it is multitudinous. It’s like a well-oiled, fine-tuned performance machine. It is not embodied in a single role or person, but is the life that runs through an organisation.
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