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Separate the thinkers from the doers

Separate the thinkers from the doers | New Leadership | Scoop.it

Leaders are ruthless about distinguishing between the “thinkers” and “doers” in their organizations, and they are absolutely clear about the fact that the doers are the heroes of their organizations.

 

In large multinational businesses, this notion of doers vs. thinkers goes against the grain. It sounds divisive. It counters everything we try to teach about professional development. Isn’t it the goal of professional development to give every employee an opportunity to advance through the organization, from taking orders (doing) to giving orders (thinking)? How insulting, the argument goes, to label someone a “doer.”

 

It smacks of elitism and seems terribly disempowering.


Via Kenneth Mikkelsen
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What Great Leaders Know: Sharing Power Builds Trust and Loyalty

What Great Leaders Know: Sharing Power Builds Trust and Loyalty | New Leadership | Scoop.it

This is not a deep psychology dive on ego and power in business leadership, which is a huge topic.


But I want to share some practical observations about how good leaders build a powerful team by sharing power, and how others build themselves up (falsely) by imagining they can hoard power personally. I am a fan of the former.


What I have found is that the people who imagine that they have more power than they do can’t distinguish between the fact that their role has power vs. that they are powerful personally.

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Rescooped by Roger Francis from 21st Century Leadership
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How to Establish a Vision Statement Employees Will Get Behind

How to Establish a Vision Statement Employees Will Get Behind | New Leadership | Scoop.it
Most companies have a clearly defined mission statement, but it’s the vision statement that employees cling onto. Whereas mission statements explain a company’s reason for existence, a vision statement describes where the company is going and how they’re going to get there.

Via Steve Krogull, Mark E. Deschaine Ph.D., Roy Sheneman, PhD
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Jeff Oskin's curator insight, Today, 7:00 AM

As employers think about how they can reach the idea everyone calls "workplace culture," they can consider their vision statement. Not only is the vision statement the foundation of any culture, it can help the company focus and direct its energies in the appropriate areas to achieve the vision.

Roy Sheneman, PhD's curator insight, Today, 8:54 AM

What is you vision? for your company? for your family? for yourself?  If you cannot say it, you may not have one...

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12 Ways for Leaders to Build a Solid Foundation of Trust with their Employees

12 Ways for Leaders to Build a Solid Foundation of Trust with their Employees | New Leadership | Scoop.it
Leadership requires a solid foundation of trust - Dan McCarthy, management and leadership expert, gives leaders a 12-step plan to build trust with their employees.
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Rescooped by Roger Francis from Effective Leadership and Management
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Leadership in a Crisis – How To Be a Leader - Management - WSJ.com

Leading an organization through a crisis is a huge challenge for any manager. Here are seven key lessons for crisis leadership.

Via Stepped Leader
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Rescooped by Roger Francis from 21st Century Leadership
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Six Leadership Skills Not Quite Taught At Harvard Business School

Six Leadership Skills Not Quite Taught At Harvard Business School | New Leadership | Scoop.it
Harvard teaches leadership but if you want to learn what works best in running a startup, use six principles from this alumna

Via Anne Leong, Roy Sheneman, PhD
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Roy Sheneman, PhD's curator insight, April 25, 3:25 PM

Excellent insight worthy of your consideration!

NASSP Center for New Principals's curator insight, April 26, 10:56 PM

This looks like it would work as well for a "start up principal' as it does for a start up business!  Good advice here..........

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Emotional Intelligence: The Leadership Difference-Maker - Linked 2 Leadership

Emotional Intelligence: The Leadership Difference-Maker - Linked 2 Leadership | New Leadership | Scoop.it
A true story: In March 2013 Susanna Rohm’s seemingly-healthy two month old baby had stopped breathing causing mom to go into a panic. She began screaming for help as loudly …

Via Anne Leong, Roy Sheneman, PhD
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Roy Sheneman, PhD's curator insight, April 24, 5:37 PM

Reams of research has identified Emotion Intelligence (EQ) as the single greatest predictor of success for a leader. Fortunately this is a skill set that can be developed.  My recommendation to you---LEARN. You will be glad you did.

Rescooped by Roger Francis from iGeneration - 21st Century Education
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7 Terrific Leadership Lessons from Amazing Women

7 Terrific Leadership Lessons from Amazing Women | New Leadership | Scoop.it
Not so long ago, leadership was something most people associated with men. These leadership lessons are ones that men can learn from their female counterparts.

Via Tom D'Amico (@TDOttawa)
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Beyond Limits's curator insight, April 23, 10:09 PM

There are many sides to successful leadership - and some are seen from a different perspective by women.

Jasmine Beausoleil's curator insight, April 26, 8:22 AM

One can never learn enough on leadership! 

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Why is Values Based Leadership so Powerful?

Why is Values Based Leadership so Powerful? | New Leadership | Scoop.it

The idea that business should be value driven is an increasingly influential one, and rightly so. The days when we could be content to make profit our only value, and when we could delude ourselves that that in itself was not a value judgment, are far behind us, and values are now being used to anchor leadership in all sorts of businesses


Making the best use of this, like any insight, involves understanding why it works. Fortunately management is a field that draws on many disciplines, and in this case we can learn much from French philosopher Albert Camus.

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Building a Customer-Centric Mindset

Building a Customer-Centric Mindset | New Leadership | Scoop.it
Organisations that want to become customer-centric must shift their focus from tools towards people in the organisation in order to get employees thinking like their customers.
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13 Things Smart Leaders Do to Boost Their Own Confidence

13 Things Smart Leaders Do to Boost Their Own Confidence | New Leadership | Scoop.it
Want to become more confident? Here's what 500 successful executives say works for them.

Via Tom D'Amico (@TDOttawa)
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Rescooped by Roger Francis from Success Leadership
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To be a great leader, rethink your default behaviors

To be a great leader, rethink your default behaviors | New Leadership | Scoop.it
Lessons learned from my year working with IDEO’s CEO Tim Brown

Via Richard Andrews
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donhornsby's curator insight, April 22, 12:11 PM

A great read. Please take the time to read this today...



(From the article): When it comes to leadership, humility is often perceived as weakness. That couldn’t be further from the truth. There are many ways to express humility — you might welcome feedback, admit mistakes, or simply treat others as equals. Your employees will view those as signs of strength, not weakness.

Ivon Prefontaine's curator insight, April 22, 9:19 PM

I worked for a principal who presented about IDEO as being what we needed for creativity amongst teachers. He rarely acted with humility, if ever. That would be a good starting point for each of us.

 

@ivon_ehd1

Ian Berry's curator insight, April 24, 1:06 AM

a good 5 actions all the great leaders/change champions do

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The importance of motivating teams

The importance of motivating teams | New Leadership | Scoop.it
Sheikh Mohammed Bin Rashid al Maktoum is the Prime Minister and Vice President of the United Arab Emirates and the Ruler of Dubai. His new book 'Flashes of Thought' offers us his insights in leadership, business and life. What lessons can we learn from this world leader on how he manages his teams?
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Forget the Vision, Make the Connections

Forget the Vision, Make the Connections | New Leadership | Scoop.it

New leaders don’t spend nearly enough time and effort being intentional about how they show up and how they spend their own time. The effort they devote to forming meaningful connections with the people in the organization is almost an afterthought.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, April 22, 2:31 AM

Executives in transition often spend too little time on what matters most: building relationships. Making effective personal connections requires persistent introspection and intention.



David Hain's curator insight, Today, 9:49 AM

So true, Kenneth! I'm working with an organisation just now where connecting is exactly what is required for a better future, yet what happens is the meet all the time, till they are begging for respite, and all they talk about is tasks and transactions!

donhornsby's curator insight, Today, 9:51 AM

(From the article): How can you be more intentional? Hall frames intentionality in her own work in eight words that guide each of her interactions: “I want it to matter that we met.” And it should matter for both her and the person she is meeting. There is an implied flexibility in the time horizon; it may matter immediately or several years down the road. Challenge yourself: “I want it to matter that I hold this position,” or “I want it to matter that I am your boss.” How does this affect how you will show up to deliver short-term results and create long-term impact?

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5 Reasons You Need to Work With Your Competitors

5 Reasons You Need to Work With Your Competitors | New Leadership | Scoop.it
It's good karma, but more than that, there are advantages to be gained.
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When Networks Become Shackles for Aspiring Leaders

When Networks Become Shackles for Aspiring Leaders | New Leadership | Scoop.it
Getting ahead requires building professional networks. As I’ve discussed before, those in a junior or weak position can overcome their weakness and start to move into senior positions by building relationships with those similar to them, which often are more accessible and willing to help. Those relationships are good when you are in survival mode. Beyond that, such bonds may no longer be useful and can in fact be harmful to future advancement.
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Roy Sheneman, PhD's curator insight, Today, 8:53 AM

interesting and counter-intuitive concept to consider as we seek to improve our lot at work...

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How to manage a new generation of leaders

How to manage a new generation of leaders | New Leadership | Scoop.it
The new generation of leaders often has a completely different way of working from their older counterparts.

For example, while boomers usually view long hours as evidence of loyalty and hard work, Generations X and Y try to have more work/life balance. They've seen their parents' lack of quality of life, and the lack of loyalty companies showed to these hard-working parents in the 1990s, and they're not impressed.

They want flexible hours, more vacation time, continuous training, and telecommuting options. They expect to leverage technology to work efficiently, instead of staying late in the office to get everything done.
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Rescooped by Roger Francis from Effective Leadership and Management
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Leaders Don't Always Lead

Leaders Don't Always Lead | New Leadership | Scoop.it
It's important for leaders to know when to lead but also to know when to step back and let others lead

Via Stepped Leader
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10 questions: how well do you know your workforce?

10 questions: how well do you know your workforce? | New Leadership | Scoop.it

Many young and fast growing companies are expanding and recruiting fast. While these are exciting trends, new challenges are quickly emerging regarding their people. When everyone was co-located in the same office, and everyone knew everybody, knowing your workforce was easy.

Now these companies are bigger - and people are dispersed across different offices and even countries - things are starting to get complicated. When HR’s asked questions regarding the workforce, answers are taking longer to find, and often there’s no consistent view because the information’s kept in various locations. Hence, it may be much harder to quickly answer basic questions.

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Rescooped by Roger Francis from Surviving Leadership Chaos
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How To Be A Collaborative Leader

How To Be A Collaborative Leader | New Leadership | Scoop.it

There are seven different, important roles and responsibilities of collaborative leaders when leading teams, and those leaders should select the appropriate style to meet the team's needs.


Via donhornsby
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donhornsby's curator insight, April 21, 10:02 AM

Are you a collaborative leader? Here are traits that make an effective collaborative leader. How many do you have in your leadership efforts?

 

(From the article): Within any collaborate workplace, leaders will find themselves fulfilling all seven of these roles at different times, and sometimes fulfilling a combination of the seven styles at the same time, while working with work groups and teams.

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A Brief History of the Ways Companies Compete

A Brief History of the Ways Companies Compete | New Leadership | Scoop.it
Since the late nineteenth century, we have seen five distinct movements in the way companies compete.
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The Fine Line For Leaders Between Motivation and Manipulation

The Fine Line For Leaders Between Motivation and Manipulation | New Leadership | Scoop.it
Almost any team has one or two absolute go-getters.


Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out.


Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it.


But knowing how and when to motivate doesn’t come naturally to most leaders. It may even be uncomfortable, especially for those who aren’t clear on the boundary between motivation and manipulation.

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The Cause and Effect of Better Decision-Making

The Cause and Effect of Better Decision-Making | New Leadership | Scoop.it
How scientific evidence beats gut feelings when it comes to making better decisions for your company.
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How to integrate outsiders into your team

How to integrate outsiders into your team | New Leadership | Scoop.it

I've just written a book about outsiders. Called The Outside Edge, its focus is on helping outsiders understand themselves, as well as how they can succeed in a world made by insiders. 

But what about those insiders (i.e. everybody else), having to work with outsiders: perhaps having to integrate them into a team and encourage them to perform, stay on-course and achieve? Indeed, what about preventing outsiders from wrecking the painstaking team-building that HR professionals and departmental heads have invested in?

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Three Tests of Leadership in the New Disengagement Economy - Huffington Post

Three Tests of Leadership in the New Disengagement Economy - Huffington Post | New Leadership | Scoop.it
The growing concern regarding disengaged employees reflects a simple truth: leadership requirements have changed, most leaders have not....

Via Roy Sheneman, PhD
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Roy Sheneman, PhD's curator insight, April 22, 6:10 AM

Despite the headline, the cause of leadership still revolves around giving people something to believe in...

Rescooped by Roger Francis from Collaboration
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There’s a Difference Between Cooperation and Collaboration

There’s a Difference Between Cooperation and Collaboration | New Leadership | Scoop.it

Everyone seems to agree that collaboration across functions is critical for major projects and initiatives. The reality, however, is that meshing the skills and resources of different departments, each focused on its own distinct targets, to achieve a larger organizational goal is much easier said than done. 



Via Kenneth Mikkelsen
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Stephen Dale's curator insight, April 22, 7:18 AM

The message here is, not to confuse pleasant, cooperative behaviour with collaboration. The latter requires commitment to a common goal.