New Leadership
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New Leadership
The Changing Face of Modern Leadership
Curated by Roger Francis
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How to Distribute Leadership

How to Distribute Leadership | New Leadership | Scoop.it

High performing organisations distribute leadership to wherever the best information and capabilities reside.

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Never Stop Leading

Never Stop Leading | New Leadership | Scoop.it

Arianna watched the meeting devolve into a time sink. Try as she might to get people to stick to the agenda, the gathering had gone so far off track that her colleagues were at their wits’ end. What started off at a professional disagreement over the direction of the endeavour rapidly devolved into another circular conversation. For all of the reflective listening and other interventions that Arianna did, the team was not meshing well together and the project was falling further behind. On many occasions, Arianna held smaller sessions with a few key people that seemed to be butting heads. She encouraged them to communicate what was really driving the divide between them and what was really motivating them in staying in their positions. Her efforts met with lukewarm results.

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Thinking Like a Leader: Three Big Shifts

From linearity to complexity. Management systems and processes tend to be linear. They assume that similar inputs will result in similar outputs. In many situations, this holds true. Leadership, however, requires a more nuanced view of the world because it involves people: what motivates them, what their interests are, and how engaged they become. Mechanical systems may be linear but as soon as the human element becomes involved, the system becomes both complex and adaptive. It is dynamic — similar inputs may bring about wildly divergent outputs.

Via Don Dea, Marc Wachtfogel, Ph.D.
Roger Francis's insight:

As a leader, you come to understand that relationships between the system components are paramount, rather than the components themselves. Discerning these dynamics is essential to achieving your desired outcome, which means you think about connectivity, and the extent and robustness of those connections. You accept that these relationships contain some performance factors you control and some you don’t — you are part of the system, but likely not its gravitational center — and that effective influence can amplify your impact on those beyond your direct purview.

When things go well or when you hit a bump along your leadership road, ask yourself which direct and indirect relationships were at play. Where did your attention to positive connectivity pay dividends and where might you have done better?

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Don Dea's curator insight, August 5, 2015 12:02 AM

As a leader, you come to understand that relationships between the system components are paramount, rather than the components themselves. Discerning these dynamics is essential to achieving your desired outcome, which means you think about connectivity, and the extent and robustness of those connections. You accept that these relationships contain some performance factors you control and some you don’t — you are part of the system, but likely not its gravitational center — and that effective influence can amplify your impact on those beyond your direct purview.

When things go well or when you hit a bump along your leadership road, ask yourself which direct and indirect relationships were at play. Where did your attention to positive connectivity pay dividends and where might you have done better?

Marc Wachtfogel, Ph.D.'s curator insight, August 5, 2015 11:14 AM

As a leader, you come to understand that relationships between the system components are paramount, rather than the components themselves. Discerning these dynamics is essential to achieving your desired outcome, which means you think about connectivity, and the extent and robustness of those connections. You accept that these relationships contain some performance factors you control and some you don’t — you are part of the system, but likely not its gravitational center — and that effective influence can amplify your impact on those beyond your direct purview.

When things go well or when you hit a bump along your leadership road, ask yourself which direct and indirect relationships were at play. Where did your attention to positive connectivity pay dividends and where might you have done better?

Mark E. Deschaine, PhD's curator insight, August 5, 2015 4:41 PM

As a leader, you come to understand that relationships between the system components are paramount, rather than the components themselves. Discerning these dynamics is essential to achieving your desired outcome, which means you think about connectivity, and the extent and robustness of those connections. You accept that these relationships contain some performance factors you control and some you don’t — you are part of the system, but likely not its gravitational center — and that effective influence can amplify your impact on those beyond your direct purview.

When things go well or when you hit a bump along your leadership road, ask yourself which direct and indirect relationships were at play. Where did your attention to positive connectivity pay dividends and where might you have done better?

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Seven tips for making confrontation in the boardroom productive

Seven tips for making confrontation in the boardroom productive | New Leadership | Scoop.it
Confrontation is something that no one really wants to deal with, but when you’re in a boardroom it’s often unavoidable. However, confrontation doesn’t necessarily have to be a bad thing. Take a constructive approach to confrontation and you can make it positively productive. Here are seven tips on how to achieve this.
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7 Essential Mindset Shifts of New Leadership

7 Essential Mindset Shifts of New Leadership | New Leadership | Scoop.it
Leadership of the future will be all about mindset shifts New Leaders will be at the forefront of creating paradigm shifts for themselves, their teams

Via The People Development Network
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The science of mindfulness for leaders

The science of mindfulness for leaders | New Leadership | Scoop.it

If you are involved in any way with HR or L&D it is likely you have heard about mindfulness. It may well feature somewhere on your ‘to do’ list, whether filed in the ‘figure out what everyone is talking about’ column, or under choosing a ‘taster’ session or programme for your organisation.
Whether it is central to your strategy right now, or just on your horizon, knowing more about how mindfulness has come to prominence and how it can help you is a step in the right direction.

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Who Is a Leader? A Provocative Perspective

Who Is a Leader? A Provocative Perspective | New Leadership | Scoop.it
Amazingly how many definitions of leaders and their attributes. Sometimes, the image of a leader is blurred by so many definitions and profiling. Sometimes, I question the validity of the word leader.If a leader has a vision and is unable to persuade others to believe in his/her vision then this leader is distancing himself/herself from people. Is this leadership? Even if the distance between a leader and followers is not that far in meters; it is not so in engagement. The followers shall disengage from visions that they don't desire to come true. The bonding between a leader and followers sh

Via Ali Anani, Lynnette Van Dyke
Roger Francis's insight:

Intense discussions going on

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Marc Wachtfogel, Ph.D.'s curator insight, August 4, 2015 4:18 PM

Intense discussions going on

Mark E. Deschaine, PhD's curator insight, August 5, 2015 5:12 PM

Intense discussions going on

Ines Bieler's curator insight, August 6, 2015 4:04 AM

Intense discussions going on

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How Great Leaders Build Loyalty

Your success as a CEO should be based on how many employees you've made smarter than you.

Via Anne Leong, Marc Wachtfogel, Ph.D.
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How to Manage Remote Teams - AMA Playbook

How to Manage Remote Teams - AMA Playbook | New Leadership | Scoop.it
There’s no doubt that the last twenty years have brought some of the biggest changes to work processes ever. Technology now allows us to work from anywhere, see colleagues on live video from around the world, and collaborate live on documents and other work products. While advances in remote access and flexible work options have been multiplying rapidly, management practices have been slower to catch up. Many companies are still reluctant to allow people to work from anywhere except the office, even though their technology supports it. The old school thinking assumes that if you can’t see your people working, they must not be.
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Four Strategic Changes Impacting Leadership Behavior

Four Strategic Changes Impacting Leadership Behavior | New Leadership | Scoop.it
Leaders of today are confronted with challenges and changes that are quickly transforming how, what, where, and with whom their organizations do business.Business leaders who are simply modifying their current plans are just treading water and their organization is just keeping pace with change.In a business context, agility is the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways.A standard of trust vision of agility is about relationship capital leaders who foresee shifts and proactively create innovative strategies. C

Via Marc Wachtfogel, Ph.D.
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When To Call In Help From HR - People Development Network

When To Call In Help From HR - People Development Network | New Leadership | Scoop.it
you need to understand your legal obligations and how to get the best out of your people is essential. For many this is why the need to get help from HR.

Via The People Development Network
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9 Reasons why you resist change. Manage change effectively.

9 Reasons why you resist change. Manage change effectively. | New Leadership | Scoop.it
There are many reasons why you might resist change but in reality; there is no reason to fear or resist change. Change is an inevitable part of life.
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Wholehearted Leadership - The Positive Psychology People

Wholehearted Leadership - The Positive Psychology People | New Leadership | Scoop.it
What is wholehearted leadership all about and how is it combining with positive psychology to bring the best out of leaders in organisations?

Via Anne Leong
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Sandeep Gautam's curator insight, August 2, 2015 8:33 AM

connect, care and have courage (to be vulnerable) !

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Thought Leadership in a Nutshell

Thought Leadership in a Nutshell | New Leadership | Scoop.it
What does it really mean to be a thought leader? Unfortunately, too many digital and social marketers have the false belief that they can simply write a few blog posts, send out a few tweets and incre

Via Marc Wachtfogel, Ph.D.
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Neuroleadership: Mindful hacks for a mindful manager

Neuroleadership: Mindful hacks for a mindful manager | New Leadership | Scoop.it
In our blog series on neuroleadership, Paul Mudd discusses how mindfulness can make you a better leader
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'Hey Dad, What Does Good Leadership Look Like?' - Huffington Post

'Hey Dad, What Does Good Leadership Look Like?' - Huffington Post | New Leadership | Scoop.it

My youngest recently challenged me with this question. It was something he was asked in an interview to join a Leadership Academy. It should have been fairly straightforward to answer.


Via Mike Klintworth, Marc Wachtfogel, Ph.D.
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7 Provoking Questions Critical to Your Purpose in Business

7 Provoking Questions Critical to Your Purpose in Business | New Leadership | Scoop.it

“Nothing is more creative nor destructive than a brilliant mind with a purpose” – Dan Brown

It seems the corporate world more than ever understands this message, with the concept of purpose being more talked about these days than the concept of sustainability. Purpose is king and there is no turning back. 87% of business executives agrees that their companies will perform better if their purpose goes beyond making a profit (EY Purpose Institute). Organizations with a strong sense of purpose are more likely to say they encourage innovation, record positive growth and outgrow competitors (Deloitte 2014 Core Beliefs and Culture Study). And for consumers worldwide, purpose is the new paradigm, with almost 9 out of 10 global consumers wanting businesses to place at least equal weight on society’s interests as they do on businesses’ interest (Edelman Annual Global Goodpurpose Study).

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The Four Damaging Myths About Employee Engagement

The Four Damaging Myths About Employee Engagement | New Leadership | Scoop.it
If you aren't being this intentional about engagement, you aren't reaping the results. Worse, you may have fallen prey to one these four myths.

Via The People Development Network
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Ian Berry's curator insight, August 5, 2015 6:33 PM

I like the piece that engagement can't be outsourced Engagement is an outcome of relationships people have with fellow employees, bosses and other stakeholders

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9 Surprising Traits of Truly Phenomenal Bosses

9 Surprising Traits of Truly Phenomenal Bosses | New Leadership | Scoop.it
What your employees don't see might be the most important traits you possess.

Via Anne Leong
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Ivan Ang's curator insight, August 4, 2015 6:07 PM

Do you have one of these Traits as part of your #LeadershipSignature?

Roy Sheneman, PhD's curator insight, August 5, 2015 8:28 AM

Are you phenomenal!

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Great Leaders Serve | By Mark Miller | The Key to Greater Impact

Great Leaders Serve | By Mark Miller | The Key to Greater Impact | New Leadership | Scoop.it
As I wrote this title, I wondered, “Is this true? Is there really a single “key” to greater impact? Should I choose different language?” Here’s w

Via Marc Wachtfogel, Ph.D.
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How to Manage People in a Micro Business: Keeping it Personal

How to Manage People in a Micro Business: Keeping it Personal | New Leadership | Scoop.it
Succeed as a manager in a micro business by building a good relationship with the owners, defining team roles, and coping with a range of responsibilities.
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5 Leadership Fallacies To Dispel - Forbes

5 Leadership Fallacies To Dispel - Forbes | New Leadership | Scoop.it

Learn these 5 leadership fallacies and build your leadership context.


Via Mike Klintworth, Dean J. Fusto, Mark E. Deschaine, PhD, Marc Wachtfogel, Ph.D.
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The Selfish Side of Leadership

The Selfish Side of Leadership | New Leadership | Scoop.it
“I’m getting way too much sleep, spending a ton of time with my friends and family, and I’m in the best physical shape of my life,” said no corporate executive ever.
In his book Betterness Umair Haque writes, “Why is business chronically and often unashamedly at odds with what is good for people, society and the natural world? Why is the generally accepted definition of prosperity the growth of industrial output, not the emotional, social, physical, or ethical growth of humans?”
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The organizational shadow impact

The organizational shadow impact | New Leadership | Scoop.it

The importance of culture and its effects on organizational performance are by well known. Indeed, the topic has gone mainstream to the degree that “culture” was Merriam-Webster’s word of the year for 2014.
Yet even as issues of organizational culture lie at the heart of merger clashes, strategy failures and change initiatives, too many leaders approach organizational culture as they might the weather – everyone talks about it but with the assumption that nothing can be done about it.

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If You are doing this, You are Not a Good Boss

If You are doing this, You are Not a Good Boss | New Leadership | Scoop.it
Ever considered that you may be the problem here?

Via Kevin Watson
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