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Nice Managers Embrace Conflict, Too

Nice Managers Embrace Conflict, Too | New Leadership | Scoop.it
It's OK to channel Don Corleone every once in a while.
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donhornsby's curator insight, October 17, 2013 7:55 AM

(From the article): In the short-term, it’s almost always easier to avoid conflict and come across as being a “nice” manager. But more often than not, being a little less nice might be the best thing for your people, your organization, and you.

Ivon Prefontaine's curator insight, October 17, 2013 12:57 PM

"Recognize employees who question the status quo. When employees take the risk of creating a productive disruption, give them positive reinforcement. If someone pushes back or raises an uncomfortable question in a meeting, back them up rather than shut them down. If possible, use it as a teachable moment to encourage others to do the same.

Set ground rules for conflict. Since everyone struggles with conflict to some degree, develop a few standards for how your team can manage it constructively. For example in one company’s review sessions, participants need to begin with at least two positive comments before anyone is allowed to throw in a criticism. Although it feels a little awkward at times, this practice forces everyone to take a more balanced view of other people’s work, which reduces the tension and allows for more productive discussions. In another firm, every meeting ends with five minutes of what’s called a “plus/delta” critique of the meeting – with quick comments about what was good about it and what should be changed the next time. Again, this more structured practice makes it easy and acceptable to openly and constructively criticize."

 

Not everything can be structured, but the creation of a healthy environment where questions are welcome is essential.

Don Cloud's curator insight, October 17, 2013 9:42 PM

Leadership is about making the right decisions for the right reasons ... and at times, conflict is the right answer.

 

For example, if someone is failing to meet expectations or standards, is the right answer to simply be nice and let it slide (avoiding confrontation) or to be honest and confront the individual to give them the opportunity to improve?

 

If someone violates trust, the values of the organization, or the ethical standards of the profession, have they not initiated the conflict?  In these cases, it is the leaders duty to confront the problem openly and transparently in order to enforce accountability.

 

To quote General Curtis LeMay, "I don't mind being called tough, because in this racket it's tough guys who lead the survivors."

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Seven Things Leaders Can Learn from Bill Clinton About Connecting with People

Seven Things Leaders Can Learn from Bill Clinton About Connecting with People | New Leadership | Scoop.it

Most Presidents are more popular out of office than in. In Clinton’s case, he likely gets a lot of credit for the work he’s doing through his Foundation. He also does a lot of public appearances and is a master communicator and connector.

Earlier this week, I got to see exactly how much of a master he is when President Clinton spoke to a packed house for the Los Angeles World Affairs Council. For just under 90 minutes, Clinton held an audience of 1,500 people rapt as he answered questions on everything from Ebola to education to Putin to what his most favorite thing was about being President (that last question was submitted by the moderator’s 4th grade son).

There were a lot of things I noticed Clinton doing that makes him world class at connecting with an audience. There were a lot of lessons that leaders can use to connect with their people. Here are seven of them:


Via Anne Leong, Prof. Hankell, David Hain
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Prof. Hankell's curator insight, Today, 9:29 AM

President Clinton would be an awesome contestant on Jeopardy. No matter what topic came up in the Q&A, Clinton had an informed point of view backed up with stats and specifics. People are much more likely to listen to and connect with leaders who are well informed...

Miklos Szilagyi's curator insight, Today, 10:20 AM

Good... like it...:-))) the role of the (smart) guy next-door...:-)))

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Make the Right Choices to Create a Winning Strategy

Make the Right Choices to Create a Winning Strategy | New Leadership | 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.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, Today, 6:50 AM

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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What Do Workers Everywhere Want Most? To Be Valued and Appreciated

What Do Workers Everywhere Want Most? To Be Valued and Appreciated | New Leadership | Scoop.it

“They are different in [insert country other than your own.] They want different things than we do.” How true do you believe that statement to be? Do you wonder if anyone’s recently tried to quantify those perceived differences or, better yet, find the commonalities?

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Leading through change: are managers up to the job?

Leading through change: are managers up to the job? | New Leadership | Scoop.it
Leading through change - are managers up to the job asks Graham Scrivener, managing director of Forum EMEA
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Tapping the power of hidden influencers | McKinsey & Company

Tapping the power of hidden influencers | McKinsey & Company | New Leadership | Scoop.it
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts. A McKinsey Quarterly article.
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Mindfulness and Leadership - Huffington Post

Mindfulness and Leadership - Huffington Post | New Leadership | Scoop.it

“I regret that my erroneous perception of what meditation is kept me from discovering it earlier in life and enjoying its benefits sooner, especially in times when I desperately needed that calm, clarity and focus....”


Via Richard Andrews
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The Definitive Case For Being A More Compassionate Boss

The Definitive Case For Being A More Compassionate Boss | New Leadership | Scoop.it
Here are some of the benefits of a compassionate workplace:

1. POSITIVE EMOTIONS BOOST PRODUCTIVITY

 

2. POSITIVE WORKPLACE INTERACTIONS IMPROVE EMPLOYEE HEALTH

 

3. POSITIVE SOCIAL INTERACTIONS AT WORK RESULT IN POSITIVE CUSTOMER SERVICE

 

4. A COMPASSIONATE WORK CULTURE FOSTERS GREATER LOYALTY

 

Seppala argues the creation of a compassionate work environment begins with leaders. When leaders act in a self-sacrificing, service-oriented way, she explains, employees are more likely to be helpful and friendly to each other; creating a chain reaction of kindness.

by ISA EVANS


Via Edwin Rutsch, Wise Leader™
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John Michel's curator insight, December 16, 12:49 PM

Emma Seppala, associate director of the Center for Compassion and Altruism Research and Education at Stanford University, says compassionate workplaces are not only good for employees' mental and physical health, but for a company’s bottom line.

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The neuroscience of organisational values - part 1

The neuroscience of organisational values - part 1 | New Leadership | Scoop.it
If you're changing values or trying to embed them, you must be aware of the latest research.
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Change leader, change thyself

Change leader, change thyself | New Leadership | Scoop.it
Anyone who pulls the organization in new directions must look inward as well as outward. A McKinsey Quarterly article.
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donhornsby's curator insight, December 16, 7:59 AM

(From the article): Learning to lead yourself requires you to question some core assumptions too, about yourself and the way things work. Like Joseph Campbell’s famous “hero’s journey,” that often means leaving your everyday environment, or going outside your comfort zone, to experience trials and adventures.8 One global company sent its senior leaders to places as far afield as the heart of Communist China and the beaches of Normandy with a view to challenging their internal assumptions about the company’s operating model. The fresh perspectives these leaders gained helped shape their internal values and leadership behavior, allowing them to cascade the lessons through the organization upon their return.

 

This integration of looking both inward and outward is the most powerful formula we know for creating long-term, high-impact organizational change.

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Why leadership-development programs fail | McKinsey & Company

Why leadership-development programs fail | McKinsey & Company | New Leadership | Scoop.it
Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale. A McKinsey Quarterly article.

Via Marylene Delbourg-Delphis
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Margaret Driscoll, Learning Organization Librarian's curator insight, December 15, 3:30 PM

1. Overlooking context

2. Decoupling reflection from real work

3. Underestimating mind-sets

4. Failing to measure results

 

 

William baldwin's curator insight, December 15, 11:42 PM

Leadership Development Tips. Make your more effective #mydubai

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Why More Leaders Are Turning to Values-Based Decision-Making

Why More Leaders Are Turning to Values-Based Decision-Making | New Leadership | Scoop.it

Every supervisor, manager and leader in every organization makes hundreds of decisions every week. The decisions we make are always motivated by either our personal or organizational needs.

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Build a change platform, not a change program

Build a change platform, not a change program | New Leadership | Scoop.it
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. A McKinsey & Company article.

Via Don Dea, David Hain
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Don Dea's curator insight, Today, 12:41 AM

Transformational-change initiatives have a dismal track record. In 1996, Harvard Business School professor John Kotter claimed that nearly 70 percent of large-scale change programs didn’t meet their goals,1 and virtually every survey since has shown similar results. Why is change so confounding? We don’t think the issue lies with an understanding of its building blocks—Kotter’s classic eight-step change-management model is still a helpful guide. The problem lies in beliefs about who is responsible for launching change and how change is implemented.

David Hain's curator insight, Today, 2:00 AM

McKinsey, Hamel  on successful change.

Gary Bamford's curator insight, Today, 2:49 AM

Don't change ..... evolve!

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The Dark Side of Leadership - Huffington Post

The Dark Side of Leadership - Huffington Post | New Leadership | Scoop.it
By living with a facade that is difficult to maintain and is stressful to make decisions from daily... we set ourselves up for ultimate failure. A fulfilling, happy, passionate life NOT lived....

Via Roy Sheneman, PhD
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David Hain's curator insight, Today, 1:59 AM

By living with a facade that is difficult to maintain and is stressful to make decisions from daily... we set ourselves up for ultimate failure.

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Why Employee Engagement is Dead

Why Employee Engagement is Dead | New Leadership | Scoop.it

The measure of employee-engagement that exists today has been in use for a while. And whilst taking the pulse of the organization with a survey – once or twice a year – might be useful for benchmark purposes it has obvious limitations. In fact, it is no longer “the best predictor of employee and workgroup performance.” Maybe it was when data was not as pervasive as it is today. But with the advancement of technology, with the new demographics (GenYers for example who are slowly taking over the organization) the meaning of Work has changed – and with it ‘Employment Engagement’ as it is so narrowly measured today has ceased to be valid. Sorry Gallup

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Memo to Executives: Well-Being Boosts Employee Engagement

Memo to Executives: Well-Being Boosts Employee Engagement | New Leadership | Scoop.it

When a company builds a culture of well-being, employee engagement will accelerate and customers will see the impact.


Via Richard Andrews
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5 Everyday Actions That Help Leaders Grow

5 Everyday Actions That Help Leaders Grow | New Leadership | Scoop.it
There are many good intentions that don't lead to great leadership. Learn what you can start doing now to actually be a quality leader.

Via Tom D'Amico (@TDOttawa)
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george_reed's curator insight, December 17, 3:45 PM

Many of these helpful actions happen in the unscheduled periods on our calendars. As the white space on the calendar fills up some of the relationship behaviors that are key to team building tend to fall away. 

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5 Ways To Ditch Top-Down Recognition For A More Personal Approach

5 Ways To Ditch Top-Down Recognition For A More Personal Approach | New Leadership | Scoop.it

CEOs define success in terms of revenue and money. Knowing that, VPs focus on numbers and justifying decisions. Managers worry about costs while trying to make sure the team is strong enough to accomplish goals. Supervisors want to make sure the team performs well, and so on.


The typical top-down recognition needs to change, and in its place should be a more timely, peer-to-peer recognition program.

 

Here are a few ways your organization can shift from a top-down recognition program to a more personal and effective one.


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Living organizational values and culture code

Living organizational values and culture code | New Leadership | Scoop.it
Don't just list your company’s values and culture code in Power Points - Living organizational values and culture code
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Lead at your best | McKinsey & Company

Lead at your best | McKinsey & Company | New Leadership | Scoop.it
Five simple exercises can help you recognize, and start to shift, the mind-sets that limit your potential as a leader. A McKinsey Quarterly article.
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Lead People to Believe in Themselves - Lolly Daskal

Lead People to Believe in Themselves - Lolly Daskal | New Leadership | Scoop.it
The best leaders are those who lead people to believe in themselves.
People believe in themselves when they have a reason to commit to something significant and meaningful.

Via David Hain
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David Hain's curator insight, December 16, 12:59 AM

When you believe in people, you get people to believe in themselves. And when that happens you can achieve great things together. ~ @LollyDaskal

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How to infuse positivity at work

How to infuse positivity at work | New Leadership | Scoop.it

Positivity isn't just about wellness. Anesh Jagtiani gives us some good ideas for a positive, productive working environment.

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