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The Open Talent Economy

The Open Talent Economy | LeadershipABC | Scoop.it

Today’s younger, connected, and mobile workers are managing their careers on their own terms and often outside categories that have defined the workforce for decades. Organizations will need to reassess what they have to offer talent and even what it means to “have” talent in the first place.

Kenneth Mikkelsen's insight:

For more information on this subject please have a look at this related article: Talent-enabled ecosystems by Eric Openshaw. 


PS: It takes a minute to download since it's a large file. So be patient. 

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Kare Anderson's comment, August 3, 2013 5:47 PM
Eric's idea is one of my social fans: enable people inside & outside walls of the biz to collaborate #MITRE does for example
Kare Anderson's comment, August 3, 2013 5:47 PM
meant favs not fans yet it keeps auto-correcting :-)
LeadershipABC
Inspirational stories and valuable insight into management and leadership trends
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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.


I collect stories on leadership/management, that I find useful, educational, and inspirational to others. 

 

It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 

                                                 ★★★★★


I believe that knowledge is everything. Knowledge is ideas. Knowledge is power. Knowledge is hope. 

But only if it is shared and applied.


That is why I created LeadershipABC on Scoop.it. My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action. 

I'm co-founder of FutureShifts, a consultancy that helps visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organizational cultures needed to succeed in times of change.


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen

Google+: https://plus.google.com/+KennethMikkelsen

Twitter: www.twitter.com/LeadershipABC

 

I hope you'll be inspired.

 

Enjoy!

 

Kenneth

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Leadership as the Search for Greater Coherence

Leadership as the Search for Greater Coherence | LeadershipABC | Scoop.it

Literature around leadership is not hard to come by, but there are few texts that examine the process of leadership from where it begins – in the leader’s mind.

Kenneth Mikkelsen's insight:

In this article from European Business Review Nathan Harter analyses how great leaders have embraced the often complex multiplicity of their decisions and so brought coherence to their leadership.


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The Dawn of System Leadership

The Dawn of System Leadership | LeadershipABC | Scoop.it

The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.


At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.


Kenneth Mikkelsen's insight:

We are at the beginning of the beginning in learning how to catalyze and guide systemic change at a scale commensurate with the scale of problems we face.


In this article Peter Senge, Hal Hamilton and John Kania share their insights on the system leaders needed to foster collective leadership. 


According to the authors there are three core capabilities that system leaders must develop in order to foster collective leadership:


1. The ability to see the larger system.

2. The ability to foster reflection and more generative conversations.

3. The ability to shift the collective focus from reactive problem solving to co-creating the future.


The authors cover a lot of ground in the article. Here are a few points:


  1. Systemic change needs more than data and information; it needs real intelligence and wisdom.
  2. System leaders understand that plans and space are the yang and yin of leadership. Both are needed. But what is needed even more is balance between the two.
  3. Everybody wants tools for systemic change. But too few are prepared to use the tools with the regularity and discipline needed to build their own and others’ capabilities.
Senge, Hamilton and Kania goes on to mentioning a few tools and how they can be applied to develop core leadership capacities: 

Tools for seeing the larger system.
"Systems mapping" can be used to extend this inquiry by helping stakeholders build a visual picture of the relationship and interdependencies beyond the boundaries they normally assume.

Tools for fostering reflection and generative conversation.

"Peacekeeping circles" used by Roca and the dialogue interviews conducted by Winslow.


“Peer shadowing" means that a person accompanies somebody for a defined period of time to observe him/her during work and learn from this observation. 


"Learning Journeys" allow participants to move into unfamiliar environments, immerse themselves in different contexts and step into relevant experiences. 


"Dialogue interviews" engage the interviewee in a reflective and generative conversation. This tool can be used to prepare for projects, workshops, or capacity building programs.


I recommend that you look at some of the tools on Presencing Institute's (Otto Scharmer and Theory U) website here.  


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Ian Berry's curator insight, January 23, 9:12 PM

There's a lot to like in this article and much to contemplate. I particularly like the 3 core capabilities of see the large system, further reflection and more generative conversations, and shifting from reactive problem-solving to co-creating the future.

Jason Leong's curator insight, January 25, 7:13 PM

"System leaders like Baldwin and Winslow understand that collective wisdom cannot be manufactured or built into a plan created in advance. And it is not likely to come from leaders who seek to “drive” their predetermined change agenda. Instead, system leaders work to create the space where people living with the problem can come together to tell the truth, think more deeply about what is really happening, explore options beyond popular thinking, and search for higher leverage changes through progressive cycles of action and reflection and learning over time. Knowing that there are no easy answers to truly complex problems, system leaders cultivate the conditions wherein collective wisdom emerges over time through a ripening process that gradually brings about new ways of thinking, acting, and being.


For those new to system leadership, creating space can seem passive or even weak. For them, strong leadership is all about executing a plan. Plans are, of course, always needed, but without openness people can miss what is emerging, like a sailor so committed to his initial course that he won’t adjust to shifts in the wind. Even more to the point, the conscious acts of creating space, of engaging people in genuine questions, and of convening around a clear intention with no hidden agenda, creates a very different type of energy from that which arises from seeking to get people committed to your plan."

Debbie Diaz-Arnold's curator insight, January 28, 4:41 AM

Becoming a systems leader: capacity building at its best.

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Decoding leadership: What really matters

Decoding leadership: What really matters | LeadershipABC | Scoop.it

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.


Kenneth Mikkelsen's insight:

Good leadership is a critical part of organizational health but a big, unresolved issue is what sort of leadership behavior organizations should encourage to fare well in the future. Is leadership so contextual that it defies standard definitions or development approaches?


According to a McKinsey study four kinds of behavior account for 89 percent of leadership effectiveness.



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Ian Berry's curator insight, January 21, 5:55 PM

In the absence of a definition of leadership Here's mine from  20+ years ago that still works for my clients - Leadership is the art of inspiring people to bring everything remarkable that they are (that one-of-a-kind that each of is) to everything they do. Leadership must operate in harmony with management. I define management as the practice of making it simple for people to bring everything remarkable that they are to everything we do.

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How Resilience Works

How Resilience Works | LeadershipABC | Scoop.it

This is a fascinating 'classic' HBR article from 2002, written by Diane Coutu on the rather elusive (but highly valued) quality of resilience.


Coutu suggests that resilience can be learned (although its not straightforward) and she identified that three qualities that help to define people's abilities to be able to get through periods of great adversity and bounce back after major setbacks:


  • The ability to Face Down Reality and see things as they really are rather than with rose-tint
  • Finding meaning and purpose in times of adversity that building a bridge to a better imagine future state
  • A habit of ritualised ingenuity - being able to improvise solutions and workarounds when presented with challenges 


According to one of her interviewees, " More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails. That’s true in the cancer ward, it’s true in the Olympics, and it’s true in the boardroom.”



Via Matthew Farmer
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Matthew Farmer's curator insight, January 15, 2:02 AM

Although written some time ago, I think the messages in this work are likely to be timeless.

Joyce Layman's curator insight, January 15, 10:44 AM

A must read!

Eric Payne's curator insight, January 27, 5:20 PM

Okay, so we've been talking about resilience for awhile now.

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The Authenticity Paradox

The Authenticity Paradox | LeadershipABC | Scoop.it
Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.
Kenneth Mikkelsen's insight:
Herminia Ibarra writes about the authenticity paradox in leadership in the January 2015 edition of HBR.
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Ian Berry's curator insight, January 5, 4:30 PM

Some very thought provoking insights in this HBR article by Herminia Ibarra See also my previous scoop on trust. The bottom line for me is that To be or not to be really is the questions and to thine own self be true is the answer regardless of the circumstances.

Miguel Paul Trijaud Calderón's curator insight, January 11, 7:51 AM

The importance of Authenticity in Leaders

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Lego Boss Reads 'The Opposable Mind'

Jorgen Vig Knudstorp reveals how author Roger Martin has influenced his leadership philosophy. He refers to Roger's excellent book: The Opposable Mind

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The Business Case for Inclusive Leadership

The Business Case for Inclusive Leadership | LeadershipABC | Scoop.it

Inclusive leaders get the best out of all their people, helping their organisations to succeed in today’s complex, diverse national and global environment.  Through their skills in adaptability, building relationships and developing talent, inclusive leaders are able to increase performance and innovation.


Inclusive leadership is leadership excellence. The way we do business is changing. Customers and employees are becoming more diverse. The development of the knowledge economy means flatter, less hierarchical structures in organisations. Increased agility is the necessary response to emerging markets, economic downturn and the cultural change inspired by social media and new ways of communicating.



Kenneth Mikkelsen's insight:

Leaders need to be adaptable to manage agile workplaces of the future, and create cultures that leverage diversity for competitive advantage, to the benefit of business and stakeholders alike.It means that trust is essential to employee engagement and organisational performance.


Watch also this related video on inclusive leadership. 


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Prof. Hankell's curator insight, December 7, 2014 11:51 PM

People are the most important resource a business has and managers are vital in getting the best out of employees...

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Making Capabilities Explicit is The Work of Leadership

Making Capabilities Explicit is The Work of Leadership | LeadershipABC | Scoop.it

The clearest route to aligning and communicating strategy is through capabilities. That makes articulating and assessing capabilities a crucial new role for leaders. 


Via Roger Francis
Kenneth Mikkelsen's insight:

Making capabilities explicit is the work of leadership. But it is not theirs alone. 

As business models change and workforce demographics shift to younger workers, leaders not only need to define strategic intent, it is essential that they mobilise the organisation’s talent through capability development.

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donhornsby's curator insight, December 1, 2014 10:01 AM

(From the article): Leader’s Role in Shaping Capabilities

The process of identifying capabilities is not a solitary exercise. Making them explicit, however, is the role of the leader. Most leaders, along with their senior teams, apply themselves diligently to the process of designing strategy, communication, organisation mission and vision. Some leaders may also excel at communicating strategic intent to down and across the organisation.

María Dolores Díaz Noguera's curator insight, December 1, 2014 1:19 PM

Las Capacidades del Líder ... Hacer Capacidades explícita es la obra de Liderazgo |scoopit travésLeadershipABC http: //sco.lt / ...

Steve Bax's curator insight, December 2, 2014 4:56 AM

Fascinating article scooped by Roger Francis on the critical link between capabilities and effective strategy implementation. Clear reference points to emergent strategy and competitive advantage but some very good thinking too. This is a 'must read' for strategic marketers given the importance of matching organisational capability with market needs and wants.

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Greatness is a choice

Greatness is a choice | LeadershipABC | Scoop.it

During the presidential election of 1864, when Abraham Lincoln ran against General George McClellan, he adopted a famous campaign slogan: "Don’t swap horses in midstream." The euphemism was an appeal to reelect Lincoln for his second term. But the underlying message was also to avoid flip-flopping politics no matter if it was challenging times.


The campaign slogan comes to mind when you read Great By ChoiceThe book is the result of a productive partnership between Jim Collins and Morten Hansen - two of the most influential management thinkers today. Jim Collins is a household name on bestseller lists worldwide. He has authored or coauthored six books that have sold in total more than ten million copies. Morten Hansen is the author of the critically acclaimed book Collaboration and a management professor at the University of California, Berkeley and Apple University.


The major theme of Great By Choice is that the ability of any company to not merely survive, but to thrive in the face of harsh business conditions, depends on the quality of decisions its leadership makes. Uncertainty, chaos and luck are constraints, and great leaders understand that these forces cannot be controlled, only managed to. And to achieve sustained success companies and leaders should avoid constant flip-flopping as a reaction to a radically changing world. In other words avoid swapping horses in midstream.

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Leaders in Search of Followership

Leaders in Search of Followership | LeadershipABC | Scoop.it

When Americans rallied to support Barack Obama during the 2008 presidential campaign, it reflected widespread wishful thinking - that here was a hero for our own times, a Great Man who had overcome difficult odds to create change and cure what ails the American society. A human incarnation of “the audacity of hope.” But according to Barbara Kellerman reality has caught up with Obama and his followers.

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Are You a Leader in a Bubble?

Are You a Leader in a Bubble? | LeadershipABC | Scoop.it

Executives are essentially operating in a “protective bubble” because the people around them feel that it is their job to protect both the executive and themselves. But in essence, that very ‘inner-circle’ achieves the exact opposite. It puts leaders at greater risk because they don’t get the information they need fast enough to make the right decisions and when they do, it’s been filtered and sanitized. It puts the entire organization at risk as critical decisions get delayed as information slowly reaches the decision maker.


Image credit: HikingArtist, Fritz Ahlefeldt. 

Kenneth Mikkelsen's insight:

Too many leaders are getting filtered information from their staff who ‘protect’ them, and that hampers their ability to be effective.


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Understanding Servant Leadership

Understanding Servant Leadership | LeadershipABC | Scoop.it

The 21st century has brought much in the way of turmoil and change to the world of business. As a consequence, ways of doing business that were once universally accepted now seem outdated and inflexible in an age where knowledge drives economies and socially responsible corporate attitudes influence stakeholders and shareholders alike.


Kenneth Mikkelsen's insight:

Companies adopting servant leadership within their organisational culture give a lot of attention to developing environments and support structures that foster high levels of employee satisfaction. In addition, the servant leader works toward building a learning organisation where individuals are encouraged to grow and be of unique value.


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Adjust Your Global Compass

Adjust Your Global Compass | LeadershipABC | Scoop.it

Many of our assumptions of globalization are formed by personal bias and public opinions that are expressed without substantiated data. As a result, executives lean towards dangerously flawed decision-making too often and pursue global one-size-fits-all strategies.



Kenneth Mikkelsen's insight:

In an interview with Pankaj Ghemawat, one of the world’s most accomplished business professors and global strategists back in 2011, I asked him to elaborate on the current state of globalization and the implications for executives who have to navigate through a heavy fog of misinformation. The points that Ghemawat made during the interview are still valid today.


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The Neuroscience Of Being A Good Leader

The Neuroscience Of Being A Good Leader | LeadershipABC | Scoop.it

Find out why it's important for leaders to understand how people feel about the freedom they have and their relationships at work.

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Charlotte Hitchcock's curator insight, January 24, 4:11 AM

Excellent article. More managers need to be aware of the negative impact of "micromanaging "  on their teams

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Turning Who You Are into What You Do

Turning Who You Are into What You Do | LeadershipABC | Scoop.it

How others perceive our identity and actions may be very different to who we think we are and what we think we’re doing.


Kenneth Mikkelsen's insight:

Contemporary neuroscience has now affirmed Freud’s inferential assumptions - that we are all quite ignorant of ourselves and of the mechanisms that determine a large part of how we feel and act.


In the corporate world, the fact that much of our mental activity is done on an automated mode explains the dichotomy between what executives say they do, and what they actually do. Why the significant gap between good intentions and actual behaviour exists, and why so many executives are completely unaware, of it is troublesome.


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Miguel Paul Trijaud Calderón's curator insight, January 25, 11:01 AM

Interesting article that links the Vulnerability concept with the classic Micro Manager behaviour.

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Global CEO Survey 2015

Find out how confident CEOs are in the economy and in their own business growth prospects, what worries them the most, and where they're looking for growth opportunities.


Kenneth Mikkelsen's insight:

Read the 2015 report for the detailed findings from the 18th Annual Global CEO Survey conducted by PwC. 


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The Most Innovative Companies Have Long-Term Leadership

The Most Innovative Companies Have Long-Term Leadership | LeadershipABC | Scoop.it

Call 2014 the year of innovation. A Gartner survey of almost 500 executives at global corporations revealed that growth is this year’s top priority. Google Trends reveals that interest in disruptive innovation crept up to peak levels this year.

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Ron McIntyre's curator insight, January 6, 11:08 AM

Some interesting insights. What will it take to grow? Can disruptive innovation continue to expand? I personally believe it is going to expand even more!

Nicole-Savvina K. Kotronarou's curator insight, January 7, 3:54 PM

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader...”
Innovation & Leadership on the same path 

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Make the Right Choices to Create a Winning Strategy

Make the Right Choices to Create a Winning Strategy | LeadershipABC | Scoop.it

Under A. G. Lafley’s leadership from 2000 till 2010, Procter & Gamble's sales doubled, profits quadrupled, market value increased by more than $100 billion, and its portfolio of billion-dollar brands – such as Pampers, Olay, and Gillette – grew from 10 to 24 as a result of P&G’s focus on winning strategic choices, consumer-driven innovation, and reliable, sustainable growth.


This is the story of the strategic choices that founded P&G’s transformation.

Kenneth Mikkelsen's insight:

I sat down with Roger Martin and asked him to share some insights about the framework that transformed P&G and made strategy a part of the culture and thinking of the company.


The interview with Roger Martin relates to the book Playing to Win, which he co-authored with A. G. Lafley. 


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Our obsession with heroic sustainability leaders will leave us all disappointed

Our obsession with heroic sustainability leaders will leave us all disappointed | LeadershipABC | Scoop.it

We need to let go of the assumption that captains of industry must control, rather than liberate and empower, people and nature.

Kenneth Mikkelsen's insight:

The damaging consequence of a focus on traits is that it suggests we need to select the right people to run our lives, rather than consider what forms of hierarchy or non-hierarchy can elicit the best group behaviours to achieve desired goals.


Instead of a focus on heroes with great traits, to develop sustainability leadership we should enhance our understanding of how to develop leaderful groups, where senior role holders act as hosts not heroes, and enable leadership to emerge from within the group.


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Miklos Szilagyi's curator insight, December 8, 2014 8:48 AM

Right... although to search for traits helping leaders being more apt to lead the more and more complexity remains always searching for traits determining the potentially useful leaders...

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What Are Your Values? Let Me Get Back to You

Surveys consistently identify five key leadership traits: integrity, strategic thinking, adaptability to change, ability to work in a team, and communication skills.


“While acquired skills such as math, finance, analytics, and accounting are important,” Holger Kluge says, “their demand varies from time to time. In business, your personal traits, or soft skills, like communications, collaboration, thinking, and leadership, are just as important and maybe a deciding factor in your long-term career.”

Kenneth Mikkelsen's insight:

There is no such thing as a minor lapse in integrity. Ethics starts with you and your value system and the company that employs you.


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11 Leadership Lessons from Alexander the Great

11 Leadership Lessons from Alexander the Great | LeadershipABC | Scoop.it

Although the ‘Great Man’ theory of leadership belongs to the scrapheap of history, its allure continues to mystify. Underlying this theory is the assumption that if the right man (yes, it is often assumed to be a man) for the job emerges, he will almost magically take control of a situation and lead a group of people into safety or success. While such leaders are rare, there are times when a singular individual steps out from the crowd and serves as a paragon of leadership.


One such individual was Alexander the Great; one of history’s most famous warriors and a legend of almost divine status in his own lifetime. He falls into the elite category of individuals who changed the history of civilisation and shaped the present world as we know it.



Kenneth Mikkelsen's insight:

Visionary, team builder, mentor, he shows us some timeless leadership lessons but also some glaring failures.

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What Maslow’s Hierarchy Won’t Tell You About Motivation

What Maslow’s Hierarchy Won’t Tell You About Motivation | LeadershipABC | Scoop.it

Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science — specifically Dr. Edward Deci, hundreds of Self-Determination Theory researchers, and thousands of studies — instead points to three universal psychological needs. If you really want to advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence.

Kenneth Mikkelsen's insight:

Autonomy is people’s need to perceive that they have choices, that what they are doing is of their own volition, and that they are the source of their own actions. The way leaders frame information and situations either promotes the likelihood that a person will perceive autonomy or undermines it.


To promote autonomy:

  1. Frame goals and timelines as essential information to assure a person’s success, rather than as dictates or ways to hold people accountable.
  2. Refrain from incentivizing people through competitions and games. Few people have learned the skill of shifting the reason why they’re competing from an external one (winning a prize or gaining status) to a higher-quality one (an opportunity to fulfill a meaningful goal).
  3. Don’t apply pressure to perform. Sustained peak performance is a result of people acting because they choose to — not because they feel they have to.


Relatedness is people’s need to care about and be cared about by others, to feel connected to others without concerns about ulterior motives, and to feel that they are contributing to something greater than themselves. Leaders have a great opportunity to help people derive meaning from their work.


To deepen relatedness:

  1. Validate the exploration of feelings in the workplace. Be willing to ask people how they feel about an assigned project or goal and listen to their response. All behavior may not be acceptable, but all feelings are worth exploring.
  2. Take time to facilitate the development of people’s values at work — then help them align those values with their goals. It is impossible to link work to values if individuals don’t know what their values are.
  3. Connect people’s work to a noble purpose.


Competence is people’s need to feel effective at meeting every-day challenges and opportunities, demonstrating skill over time, and feeling a sense of growth and flourishing. Leaders can rekindle people’s desire to grow and learn.


To develop people’s competence:

  1. Make resources available for learning. What message does it send about values for learning and developing competence when training budgets are the first casualty of economic cutbacks?
  2. Set learning goals — not just the traditional results-oriented and outcome goals.
  3. At the end of each day, instead of asking, “What did you achieve today?” ask “What did you learn today? How did you grow today in ways that will help you and others tomorrow?”


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Lauran Star's curator insight, November 28, 2014 4:06 PM

Understanding what motivates you brings greater success!

 

Sue Gaardboe's curator insight, November 28, 2014 4:55 PM

This struck such a cord with me.  I can pin point the moment when I recognised that my life was my responsibility, and can see the energy that flowed from that realisation and how it's influenced every decision and action in my life. We introduce the idea to our students in a general way, (Why is it your Mum's fault that you left your homework at home?Isn't it your responsibility?) but certainly don't help them to appreciate it deeply in their lives.

Jason Leong's curator insight, January 3, 12:14 AM

"Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science [...] instead points to three universal psychological needs. If you really want to [take] advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence."

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The Art of Leadersheep

The Art of Leadersheep | LeadershipABC | Scoop.it
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Martha Pérez Chitty's curator insight, November 30, 2014 3:35 AM

If only all leaders could apply at least half of that! ... We all would be learning something and not just following someone, we all would be creating and not beeing created, we all would be improving and not beeing reprobed...

Jerry Busone's curator insight, January 19, 8:21 AM

High level leadership roadmap.

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Understanding “New Power”

Understanding “New Power” | LeadershipABC | Scoop.it

Old power works like a currency. It is held by few. Once gained, it is jealously guarded, and the powerful have a substantial store of it to spend. It is closed, inaccessible, and leader-driven. It downloads, and it captures.

New power operates differently, like a current. It is made by many. It is open, participatory, and peer-driven. It uploads, and it distributes. Like water or electricity, it’s most forceful when it surges. The goal with new power is not to hoard it but to channel it.


Kenneth Mikkelsen's insight:

The crowd is challenging traditional leadership. Here’s how to harness its energy.


Watch also Jeremy Heimans's talk on What New Power Looks Like from TED in Berlin.


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Humble Leaders Most Effective - Especially When in Power

Too often, being humble is linked to iconic spiritual or political leaders -- instead of humility in leadership in the business world. New research by Milton Sousa of Rotterdam School of Management, Erasmus University reveals that the more power you have as a leader, the more humility will help to be a successful one.


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Sandeep Gautam's curator insight, November 26, 2014 1:40 AM

With great power comes great humility:-)...at least for the servant leaders:-))..and it works other way round too....with great humility you rise to the positions of great power.