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Your Moral Compass: The Key to Leadership

Your Moral Compass: The Key to Leadership | New Leadership | Scoop.it
There are lots of smart people out there–people with high IQs who seem to absorb vast amounts of information and who are capable of regurgitating just the right politically correct statements that ...

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David Hain's curator insight, July 18, 2013 4:04 AM

Leadership is more about the compass than the map!

John Michel's curator insight, July 18, 2013 8:38 AM

When the senior leaders of an organization have poorly functioning moral compasses this presents an extremely serious threat to its existence. In the public sector a department won’t shut down, yet it is citizens and taxpayers who pay the price in the end.

Johann Gauthier's curator insight, July 24, 2013 3:13 PM

Get your moral compass and let's go!

New Leadership
The Changing Face of Modern Leadership
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Two Simple Concepts for Better Leadership

Two Simple Concepts for Better Leadership | New Leadership | Scoop.it

In an earlier blog post, I described the value of simple concepts. Most businesspeople are already more innovative than we give ourselves credit for. But we need to become more aware of our talent, to transfer our insights from one category to another, and to learn from others (and from ourselves). “Nuggets” — shorthand reminders of what we already know, but may have forgotten to put into practice — can help us do this by improving our focus.

Two nuggets, or concepts, that I have found useful pertain to leadership excellence. The first reminds you how to see your situation from multiple perspectives. The second can help break the habit of doing everything in-house.

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How to Build a Connected Workforce

How to Build a Connected Workforce | New Leadership | Scoop.it

When people work in silos, different units and capabilities are pulled in when the time is right. Legal might hand off to marketing, or the user experience team is consulted only after design is completed. This approach won’t cut it in today’s mobile- and social-first digital world, in which everything has to be simple, seamless, and intuitive from the start. And it particularly doesn’t work when it comes to digital and technology initiatives. It’s hard, for instance, to develop a cohesive and unified digital vision when 68 percent of digital and tech spending occurs outside of IT budgets.

Building a working environment conducive to collaboration is key. Rather than encourage people to toil in isolation or only with their peer groups, modern working environments must allow for a cross section of specialists to be in close proximity to one another, even if that closeness is achieved only in cyberspace. When they learn how their teammates work, colleagues will develop the next imperative for a connected workforce: the ability to understand one another’s working language.


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David Hain's curator insight, February 17, 3:09 AM

Closeness in pursuit of collaboration doesn't have to be physical. Indeed, it often can't be - so how can digital means help?

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New Research Identifies How Trust Impacts Employee Work Passion

New Research Identifies How Trust Impacts Employee Work Passion | New Leadership | Scoop.it

Trust at work is critical, but it can be difficult to pin down and address. Trust expert Daniel McAllister highlighted this challenge when he presented his initial research on the subject in 1995. McAllister opened with a quote from the book Behavior in Organizations.

“Trust … tends to be somewhat like a combination of the weather and motherhood; it is widely talked about, and it is widely assumed to be good for organizations. When it comes to specifying just what it means in an organizational context, however, vagueness creeps in.”

McAllister went on to identify two types of trust—cognitive (logical) and affective (emotional). He looked at the impact each had on different measures of behavior and performance.

The Ken Blanchard Companies just released research findings on how these two elements of trust impact five measures of employee work passion. The Blanchard research offers guidance for leadership development professionals looking to create more engaging and productive work environments.

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Leadership Hinges Upon What You Do – Not Who You Are

Leadership Hinges Upon What You Do – Not Who You Are | New Leadership | Scoop.it
Being a leader is not just about possessing “leadership.” It is much more than that. The qualities of a leader are endless, but leadership in itself is a different story.

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Leading across cultures: bringing out the best of all worlds  

Leading across cultures: bringing out the best of all worlds   | New Leadership | Scoop.it

Working effectively across cultures requires different skills for leaders and teams. Randall S Peterson shares intercultural advice 

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If You Want to Motivate Employees, Stop Trusting Your Instincts

Few topics have received more attention in talent management than motivation, defined as the deliberate attempt to influence employees’ behaviors with the goal of enhancing their performance, and in turn their organizational effectiveness. Indeed, other than talent, motivation is the key driver of job performance, for it determines the level of effort and persistence employees will exert. It is also clear that top performers tend to stand out as much for their motivation as for their talents.

However, while the science of motivation is robust and well-established, it is rarely applied to real-world management practices, which tend to be based on managers’ intuition and subjective experience. This is perhaps why Peter Drucker famously lamented that “we know nothing about motivation — all we can do is write books about it.”
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Mastering the art of speaking to an audience

Mastering the art of speaking to an audience | New Leadership | Scoop.it
A lot of business leaders leave a lot to be desired when it comes to public speaking, but it’s part and parcel for senior management to give the occasional presentation, host industry talks and make company wide speeches, so it’s worth brushing up on the skills and techniques it takes to do them with ease and make them as powerful as possible
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Questions As The Ultimate Leadership Tool

Questions As The Ultimate Leadership Tool | New Leadership | Scoop.it

Another example of a leader who makes effective use of questions is Commander D. Michael Abrashoff. 

 

Via donhornsby, Roy Sheneman, PhD
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donhornsby's curator insight, February 8, 9:51 AM
When are you going to ask yourself some of these powerful questions?
 
Ivon Prefontaine's curator insight, February 10, 4:16 PM
The questions we ask as leaders and teqachers should not presume answers. Hans-Georg Gadamer wrote about eloquent questions without presumed answers. The questions structured the dialogue.
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Getting the Leadership Basics Right

I recently had the opportunity to interview two CEOs on a single day. While the interviews were conducted for two different projects and initially seemed dissimilar, my review of the notes revealed great commonalities in how the two run their businesses. Their insights make a great playbook for the leadership basics from which every executive can learn.

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Change starts with a leader’s ability to look inward

Change starts with a leader’s ability to look inward | New Leadership | Scoop.it
'Still moving' leadership avoids meaningless busy action that doesn't deliver change, writes Deborah Rowland
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7 Core Beliefs of Great Bosses

7 Core Beliefs of Great Bosses | New Leadership | Scoop.it
Great leadership can be a difficult thing to pin down and understand. You know a great leader when you’re working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective. Great leadership is dynamic; it melds a variety of unique skills into an integrated whole.
 

Via Marc Wachtfogel, Ph.D.
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5 Step Process to Take a Dream to Reality - Ron Edmondson

5 Step Process to Take a Dream to Reality - Ron Edmondson | New Leadership | Scoop.it
I like to see dreams and goals become reality. In my personal experience, and viewing the experiences of others, most of us have more ideas than we have reality. Figuring out how to make them successful is the hardest part of the process it seems.

I hope this post helps.

Here’s an example of how an ideas often become reality in my world. As an illustration for each step, I’m sharing a real-life example of how we made the decision to add our second campus, which launches this week.

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A New Era of Managing by Values? - People Development Network

A New Era of Managing by Values? - People Development Network | New Leadership | Scoop.it

We started with ‘managing by instruction’.  Do it my way, I know best, if you don’t like it you know where to go, my way or the highway, follow the rules, I am in charge ……….. Then we moved on to ‘managing by objectives’.

Achieving your objectives ‘come hell or high water’ is paramount within this paradigm – whatever havoc you create on the way. The annual appraisal round determines your future and your salary. In a time when networking, collaboration, ambiguity, and complexity are the norm is this really an effective way to manage?

Are we now moving into an era where ‘ managing by values ’ is the norm? Where the focus is on doing the right thing and making sure behaviours match our aspirations. Is the pursuit of Values Based Leadership now the biggest and best management game in town?

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How Great Leaders Pull and Push To Success

How Great Leaders Pull and Push To Success | New Leadership | Scoop.it

The number one behavior tied to innovation is the willingness to change. We can all probably come up with a variety of activities that we continue to do even though there is a faster, more efficient way. Change takes energy, discipline, and often a willingness to do something we have never done before.

The people who are most likely to be innovative are those who are not satisfied with good performance, but are constantly looking for superior performance. It is amazing how much mediocrity we can all put up with in our lives. Possibly it is the combination of traffic jams, the lines in stores, and the bureaucracy that develops at work that influences expectations that everything is going to be slow and difficult. It is easy for people to simply go with the flow and not look for efficiency or faster options.

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donhornsby's curator insight, February 19, 9:47 AM
In addition to what needs to be done today, these leaders had the long view of where the organization needed to be in the future. That long view of an aspirational goal and objective keeps people on track, and it provides them with a sense of destination about where they need to go.
 
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10 Principles of Strategy through Execution

10 Principles of Strategy through Execution | New Leadership | Scoop.it
“We are all in the gutter,” wrote Oscar Wilde, “but some of us are looking at the stars.” That is the nature of strategy through execution. You operate deep in the weeds, managing countless day-to-day tasks and transactions. At the same time, you keep a steady gaze on your company’s long-term goals — and on ways you can stand out from your competitors.

Having a close link between strategy and execution is critically important. Your strategy is your promise to deliver value: the things you do for customers, now and in the future, that no other company can do as well. Your execution occurs in the thousands of decisions made each day by people at every level of your company.

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David Hain's curator insight, February 17, 3:12 AM

Some good principles that can connect thinkers with doers to make things happen!

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Influence is the Value Force of Leadership

Influence is the Value Force of Leadership | New Leadership | Scoop.it
All leaders have a sphere of influence. It can be defined as the context in which influence is felt. In some cases, this sphere of influence is small, perhaps extending only to an immediate coworker, friend, or family member. In other cases, it is felt across the entire organization, such as in the case of a CEO. In rare cases, a leader’s sphere of influence can extend across an entire industry, nation, or even all of society. An effective CEO such as Steve Jobs for example, can cause financial markets to shift, buying patterns to stall, or entire industries to scramble. And in many such cases, it takes no more than a simple statement.
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The three stages of leadership  

The three stages of leadership   | New Leadership | Scoop.it

Your leadership journey is unique to you, but there are three distinct stages almost every leader will go through on their way to the top. The best ones make moving through the levels look easy. But it isn’t.

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donhornsby's curator insight, February 15, 10:12 AM
Be conscious of the new skills you’ll need. Be aware that the old skills are still needed on top of the new ones. And know that you’ll need help. None of the world’s best leaders today got there alone.
 
Daniel Tremblay's curator insight, February 17, 10:02 AM
Stage 1 - Expert at "doing"

Stage 2 - Team Leader.

Stage 3 - Multi-functionnal leadership

Going from Stage 1 to Stage 2 is the biggest step....

Le passage du Stage 1 au Stage 2 est le plus difficile.  L'expert doit apprendre à ne plus faire les choses.  Plusieurs experts promus gestionnaire ont une tendance au micro-management, à être plus intéressés par la méthode que par le résultat, à penser qu'il possède LA bonne façon de faire les choses ...

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Tribal Leadership: The Key To Building Great Teams

Tribal Leadership: The Key To Building Great Teams | New Leadership | Scoop.it
Have you ever wondered about internal organization dynamics and why some groups of people (who aren't on the same team) are more successful than others? Why different “tribes” inside the organization seem to be at war with one another lowering performance in increasing politics? Why certain groups of people never seem to do anything? Or why its hard to move into the next level? Read on.

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David Hain's curator insight, February 13, 5:45 AM

How to develop and lever up the tribes in your organisation! A very useful view of org. dynamics.

Daniel Tremblay's curator insight, February 13, 11:43 AM
Interessante façon de lire notre environnement interne ...
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7 Signs You Are A Micromanager  

7 Signs You Are A Micromanager   | New Leadership | Scoop.it
Leading others is as much an art form as it is a skill set. Helping others develop as they perform their jobs is the calling of every leader. On the flip-side, the bane of  every hard working employee is a leader who micromanages rather than develops others. If asked, none of us wants to admit that we are a micromanager. But obviously, some of us are, because according to Inc. the #1 complaint among employees is that they are micromanaged.  How then are we to determine if we are one of the ones guilty of micromanaging? Here is a list of 7 signs that you may be a micromanager.
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7 Things Which Weaken Good Leadership - Ron Edmondson

7 Things Which Weaken Good Leadership - Ron Edmondson | New Leadership | Scoop.it
There are times I’m a better leader than other times. Sometimes this is my fault. Other times the cause is unavoidable. If we can begin to identify what interrupts the effectiveness of our leadership, we can become better leaders. I have personally experienced some things in my own life whigh weaken my leadership. One of my goals is …

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Rethinking risk in a strategic way 

Rethinking risk in a strategic way  | New Leadership | Scoop.it
Managing risk is vital for global organisations, but many have very disparate ways of doing this. What’s needed is a cradle-to-grave process for managing risk. When starting a project, the first thing we need to do is understand why we are undertaking the project, we then need to look at what could stop it, what could support it, and what could happen in the future. We need to consider a process that is embedded within the organisation that everybody follows, and that can be tailored to suit the activity.
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If Your Team Agrees on Everything, Working Together Is Pointless

Collaboration is crumpling under the weight of our expectations. What should be a messy back-and-forth process far too often falls victim to our desire to keep things harmonious and efficient. Collaboration’s promise of greater innovation and better risk mitigation can go unfulfilled because of cultural norms that say everyone should be in agreement, be supportive, and smile all the time. The common version of collaboration is desperately in need of a little more conflict.
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Daniel Tremblay's curator insight, February 3, 8:42 AM
"There’s no point in collaboration without tension, disagreement, or conflict. What we need is collaboration where tension, disagreement, and conflict improve the value of the ideas, expose the risks inherent in the plan, and lead to enhanced trust among the participants."
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How leaders can enable employees to voice more and quit less

How leaders can enable employees to voice more and quit less | New Leadership | Scoop.it
Interested in hearing genuine suggestions from subordinates? Want to reduce their turnover? Actually you can achieve both together by learning to become an ethical leader. In a recent study, my co-…

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Ron McIntyre's curator insight, February 2, 12:00 PM

Some good thoughts.

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7 Indicators It's Time for Change in Organizational Structure  

7 Indicators It's Time for Change in Organizational Structure   | New Leadership | Scoop.it
Healthy organizations maintain an unchanging vision long-term. One way they do so is with a willingness to change their organizational structure as needed.

When it comes to organizational structure not everything needs changing. If the structure works. Keep it. It’s comfortable. People understand it. Progress is happening.

But progress is happening is important. So is effectiveness and efficiency.
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The Importance Of Stretching Your Leadership

The Importance Of Stretching Your Leadership | New Leadership | Scoop.it
Leadership requires a constant stretching of our current skill set. Answers From Leadership podcast guest Jon Stolpe knows this all too well. Jon is a Christ-follower first and foremost, and also a husband and father. He’s an engineer by background, and serves as an operations manager for a local branch of a major international building […]

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