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15 Ways To Identify Bad Leaders - Forbes

15 Ways To Identify Bad Leaders - Forbes | Real Leadership! Are You Ready? | Scoop.it
It’s important to realize that just because someone holds a position of leadership, doesn’t necessarily mean they should. Put another way, not all leaders are created equal.
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I couldn't agree more. In my new book, Real Leadership! Are You Ready?, I talk about this at great length. By my estimation, there are two distinct classes of leaders: LEADERS IN POSITION (entitled) who imagine they are being followed, and LEADERS IN PERSON (earned) who actually look around every once in a while to find out who has chosen to follow them.

 

In reality, one of these leaders is an imposter (a fake) and, unfortunately, it’s the class of leader found most often: leaders in position. Interestingly enough, this class of leader may actually hold a high rank or title in the organization, but it begs a question: “What should they be called if no one is actually following them?” If we could even call them leaders it would have to be classified as Fake Leadership, which stands in polar opposition to Real Leadership! There is a way to discover the difference and to determine which class of leader you really are. Only question that remains is: Are You Ready?

 

Find out on April 30, 2013 by picking up a Kindle Version of my groundbreaking new work on Leadership.

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Real Leadership! Are You Ready?
Dedicated to sharing the key concepts presented in my new book by the same title. It offers an emboldened look at what it takes to be a Real Leader. And I promise, it is not a walk in the park or snooze in the shade. By defining leadership as movement-by-appointment and introducing concepts like Leadership Platforms built and maintained around ideas like right leadership vs. wrong leadership and born-in leadership potential vs. made-in leadership performance, this topic will share insights to ignite your thinking about leadership in places you may have never before had a spark, and it will challenge you to take that new information and use it to improve your performance...brandishing the torch of an entirely new level of a personal leadership that can be used to elevate the level of leadership in your organization. I hope you enjoy and commit to using what may be discovered here, because Real Leaders are in short supply. You could be the next one. If you are ready, go to ready4realleadership.com to get started.
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Only 8% of Leaders Are Good at Both Strategy and Execution

Only 8% of Leaders Are Good at Both Strategy and Execution | Real Leadership! Are You Ready? | Scoop.it
But if you’re good at one, you’ll probably get better at the other.
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I'd suggest one of the primary reasons for this is misunderstanding of, and/ or failure to address, organizational culture. If culture eats strategy for breakfast, as Drucker once quipped, it skips lunch and devours execution for dinner. See http://www.amazon.com/CultureIMPACT-Organizational-Culture-Efficacy-Management-ebook/dp/B00AAI3NRE/ref=sr_1_1?ie=UTF8&qid=1446494181&sr=8-1&keywords=cultureIMPACT for more information.

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What Makes a Leader?

What Makes a Leader? | Real Leadership! Are You Ready? | Scoop.it

The essence of great leadership lies in the right definition.

Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Definitions are important. They give communicable meaning to terms we use and often hear and help to create a common and sensible understanding. It is no different with Leadership. My definition is substantially similar to how Travis Bradberry defines it in this article. In Real Leadership! Are You Ready?, I define a leader as "...someone who becomes capable of leading and is then appointed by others [those who choose to follow] to move upward and/or outward with passion, patience and suffering to create something of value." Highly recommend this article.

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Meritocracy and Culture

Meritocracy and Culture | Real Leadership! Are You Ready? | Scoop.it
All cultures have their blind spots, those commonly-held beliefs that become so ingrained no one bothers to challenge their truth. One of the most common blind spots I see in my work might be called the meritocratic presumption. For many senior executives, their own success confirms the essentially meritocratic nature of their enterprises, proof positive […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

The more I study organizational culture and leadership, the more I'm convinced of how much W. Edwards Deming was right. He gave us a new theory of management (e.g., Profound Knowledge in The New Economics) as a lens through which we could view and understand work, as well as 14 Points to begin the transformation and actually improve performance. And he specifically addressed, among many other damaging practices of prevailing management theory, the three challenges with annual performance appraisals and pay for performance programs highlighted in this article, which Deming considered to be a disease and an obstacle (Chapter 3, Out of the Crisis): 

 

1) Forced Ranking and the  bottom 10% (i.e., Dead Wood): Deming would ask very simply: "Did you hire it or did you kill it?" Either way, it is a failure of management who controls the systems for hiring and employee engagement. Recall the "Red Bead Experiments?" 

2) Competition and Numerical Quota's: Deming advocated cooperation and the elimination of management by the numbers. The most important numbers, he said, were "unknown and unknowable." Recall Point #10 of 14?

3) Extrinsic Motivation (i.e., Carrots and Sticks): Deming championed the effort to restore pride and joy in workmanship because there was intrinsic value in the work itself and worker could produce extraordinary products and delivery extraordinary services from their ordinary efforts if they were empowered to fix the system rather than having management always fix the blame. Recall Point #11 of 14. 

 

I, for one, am extremely thankful to find companies awakening to the reality that we are in a crisis. This is the first step toward transformation, which Deming said begins with the individual, is discontinuous, and comes from learning the system of profound knowledge. Only then will we truly "...perceive new meaning to...life, to events, to numbers, to interactions between people....[and] have a basis for judgment of [our] own decisions and for transformation of the organizations that [we belong] to. 


And if you want to know what to do instead of Performance Appraisals, try Debundling (Peter Scholtes, The Leader's Handbook, Pages 328-359).

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Want productive, engaged team members? Create workplace dignity and respect.

Want productive, engaged team members? Create workplace dignity and respect. | Real Leadership! Are You Ready? | Scoop.it
How do leaders and team members treat each other in your workplace today? Do they interact respectfully and civilly . . . or aggressively and selfishly . . . or somewhere in between? When I ask leaders this question, they typically respond with “Well, I think they treat each other OK.” They are not confident […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Timely message, especially given the recent reports of Amazon's "bruising" workplace. Like many large organizations, there are likely more Constructive sub-cultures at various levels or in the various segments, divisions, et al., so it would be interesting to note whether their dominant culture is truly Aggressive-Defensive (A-D)--as the recent NY Times article suggests--or whether it is strong or weak in terms of the level of influence it exerts over how people truly think and behave. If A-D and strong, the more Constructive segments would certainly represent a counter-culture that is likely more in alignment with what the rest of the organization would consider "ideal" or "preferred." Either way, the current, operating culture will always emerge from the senior leadership team based on their espoused values and assumptions about people and the subsequent structures, systems, technology, and skills/qualities they put in place to drive or shape that culture and, ultimately, influence effectiveness. More importantly, there is simply far too much evidence to suggest that Amazon should immediately get to work on the A-D segments within their organizations, as Constructive norms actually enhance performance, increase adaptability and offer protection from being blind-sided by forceful and unanticipated environmental changes. Only time will tell.

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Move beyond engagement / climate and understand culture

Move beyond engagement / climate and understand culture | Real Leadership! Are You Ready? | Scoop.it
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Love this: "Culture is not about being cool or even being a 'best place to work.' It’s about being more successful. Period." And my good friend, Dave Guerra, discovered that strong, constructive cultures combined with stable, capable processes actually yields Superperformance (out-performing the S&P 500 by a margin of almost 5:1 over a 20 year period). Borrowing from W. Edwards Deming: "Learning [about Culture] is not compulsory...neither is survival," but it is the natural inclination and disposition of all great leaders and great organizations.  

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Knowledge is Power. Data isn’t.

Knowledge is Power. Data isn’t. | Real Leadership! Are You Ready? | Scoop.it
Whenever we hear “knowledge is power,” we readily nod our heads. In organizations that thrive on a culture of learning, the theorem and its corollary are seemingly undeniable. Knowledge Theorem:  Information + Knowledge = Better Decision-Making Power Corollary:  Better Decision-making = Power The Allure of Information The “knowledge is power” idiom was originally attributed to […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I love how Gen Colin Powell treated the balance between information/ knowledge and decision-making in his Leadership Primer: P = 40 to 70, in which the Probability of Success and the Numbers Indicate the Percentage of Information Acquired. In other words, don't wait for probability of success to exceed 70% or for more than 70% of the knowable information to become available before making a decision. On the other hand, don't rush to a decision where the probability of success and percentage of knowable information is less than 40%. But there's a catch, you need the right organizational culture to support this type of decision model. A culture where failure/ mistakes and ineffective decisions become opportunities for learning, changing, growing and leading through awareness, acceptance, action and achievement...the model for Real Leadership enrichment. Does yours?   

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12 culture change insights from a workplace culture consulting legend – Larry Senn

12 culture change insights from a workplace culture consulting legend – Larry Senn | Real Leadership! Are You Ready? | Scoop.it
One of the greatest business challenges is effectively changing a workplace culture.  What if it’s an extremely large, global corporation? Some might view it as an unsurmountable challenge.  Not Larry Senn. He has arguably been a part of more large-scale culture transformations than any other individual in the world.  He’s the founder and chairman of […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

"Culture is not an initiative. Culture is the enabler of all initiatives."

-- Larry Senn | We launch initiatives as managers to achieve organizational goals/ objectives, but launching them in a defensive culture compromises the effort before it gets underway. In contrast, launching the very same initiative in a constructive culture will yield dramatically different results. If you are interested in why this is a firm part of the reality with must contend with as Real Leaders, pick up my short eBook CultureIMPACT!: The Impact of Organizational Culture on the Efficacy of Management (Kindle Version). Spoiler Alert: It has everything to do with what Human Synergistics International calls the "Leadership-Culture-Performance Connection."  

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4 Ways to Make Leadership Development Part of Your Company Culture - Entrepreneur

4 Ways to Make Leadership Development Part of Your Company Culture - Entrepreneur | Real Leadership! Are You Ready? | Scoop.it
Managers are as disengaged as the teams they are supposed to be leading. That changes when they feel invested in the company vision.
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

"Natural leaders are hard to come by." - I believe this is because there is a profound difference between potential and performance. We are all born with leadership potential, but then the hard work of converting that potential into performance begins....and it is anything but natural. Nature resists development and can only serve to reinforce defensive attributes, characteristics and traits that keep our potential trapped. Nurture, on the other hand, will release our potential and reinforce the type of constructive thinking, behavior and performance that we associate with real leadership. These opposing forces--Nature and Nurture--are constantly at work from the day we are born, and those that learn to recognize and remove natural barriers to nurturing leadership (like the suggestions in this article), first personally and then organizationally, will meet the development challenges of the 21st century. Those that don't will continue to experience failed policies that persecute profitability (i.e., the antecedents of culture), unstable processes that persecute productivity (i.e., the efficacy of management) and ineffective proxies (i.e., the antithesis of real leadership) that persecute people.

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Real Leadership! Are You Ready?: Rethinking and reframing personal and organizational potential and performance by Richard S. Dillard

Real Leadership! Are You Ready?: Rethinking and reframing personal and organizational potential and performance by Richard S. Dillard | Real Leadership! Are You Ready? | Scoop.it
Real Leadership! Are You Ready?: Rethinking and reframing personal and organizational potential and performance by Richard S. Dillard
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Love and Leadership: When the second greatest commandment is “Love your neighbor as yourself,” there is a primary passage of reference placed on service ... A determined focus on, and unwavering commitment to, OTHERS is what ensures that our leadership remains effective. I simply can’t imagine a situation or scenario in life ... where we would continue to voluntarily follow someone (a leader) who we did not believe had our best interest in mind (a servant). We may give them obedience out of fear ... but this is not real followership and, by default, not Real Leadership!

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Great Leaders Serve | By Mark Miller | Culture: Light or Lightning? (Part 2)

Great Leaders Serve | By Mark Miller | Culture: Light or Lightning? (Part 2) | Real Leadership! Are You Ready? | Scoop.it
“Culture eats strategy for breakfast.” I realize this is how I began last week’s post. However, the enormity of the task makes it a great way to begin
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

No matter what, organizational culture is never left to luck, fate, chance, hope or magic. It is created by leadership...by a leader's impact. The real question is, are you addressing or ignoring your impact?

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What Is Your Character And Is It Helping Or Hurting You As A Leader?

What Is Your Character And Is It Helping Or Hurting You As A Leader? | Real Leadership! Are You Ready? | Scoop.it
What you don't know about your own character may be exactly what's hurting you and your organization.

Via Anne Leong
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

We've all heard the axiom "Character Counts!" Here's more evidence to support it. According to this study, there are "...four character habits that are universally valued across all human societies, and those are integrity, responsibility, compassion and forgiveness;" and other-focused leaders exhibit them to far greater levels than "self-focused" leaders. No surprises here. As Iv'e written elsewhere (#ready4realleadership), "excellence pursued simply because it can be done, for and with others, characterizes outstanding personal and organizational leadership performance....but only if the passion for excellence is tamed by virtues that place others squarely in and with the pursuit in an appropriate way." 

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Employee Motivation - The Traditional Approach doesn't work

Employee Motivation - The Traditional Approach doesn't work | Real Leadership! Are You Ready? | Scoop.it
Employee Motivation requires companies to focus on intrinsic motivators, not the traditional extrinsic carrot & stick approach
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Autonomy, Mastery, Purpose; right on with unleashing Intrinsic Motivation to improve individual, group and organizational performance. But often it is removing the demotivators--embedded in organizational structures, systems, job design and leadership/ communication skills/ qualities--that presents the greater challenge. The answer lies in hard-wiring a different leadership-culture-performance connection. 

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7 Skills to Be a More Influential LeaderSwitch & Shift

7 Skills to Be a More Influential LeaderSwitch & Shift | Real Leadership! Are You Ready? | Scoop.it
There are qualities and skills that we use to help ensure people will listen and be influenced to take action based on our words as well as skills that, when used, encourage people to open up to them and share more readily.

Via Anne Leong
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Imaginary Leadership (Part 1)

Imaginary Leadership (Part 1) | Real Leadership! Are You Ready? | Scoop.it
Have you ever met an Imaginary Leader or experienced the displeasure of working for one? Unfortunately, it is altogether likely that you have, and it is a foregone conclusion that you didn’t like i…
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I don't believe we ask great things of our Leaders. Here's to the start of something great in 2016...

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Jeffrey Pfeffer calls out Leadership BS in his new book - The Globe and Mail (subscription)

Jeffrey Pfeffer calls out Leadership BS in his new book - The Globe and Mail (subscription) | Real Leadership! Are You Ready? | Scoop.it
Being authentic, modest, trustworthy and truthful is overrated, if Stanford business professor Jeffrey Pfeffer is to be believed
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I think Pfeffer appropriately titled the content of his own book. Admittedly, I have not read the whole book and don't want to be unfair, but based on this review it seems to fit best in the category of post-modern thinking accompanied by eloquent double-speak; pushing the borders of controversy to gain acceptance all while providing reasons that equal excuses to garner justification for why lackluster leadership is so pervasive and how companies can still succeed in spite of doing the right things well. My goodness. If anything, this proves Deming's point: We are in a crisis! The problem, however, is not that we don't know it, but that we've moved beyond unconscious incompetence to a level of sophistication called articulate incompetence. But I suppose it all depends on how you define success and what you are willing to compromise to gain and keep it.

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Stop Trying to Motivate Your Employees – and What To Try Instead

Stop Trying to Motivate Your Employees – and What To Try Instead | Real Leadership! Are You Ready? | Scoop.it
“How can I motivate my employees to ________? (work harder, be safer, be healthier, participate, etc.)? is a futile question. Research has shown consistently that one person cannot force another person to change. However, cultivating a thriving workplace culture will foster intrinsic motivation, support employee wellbeing, help employees successfully adapt to change, and will also […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

As Peter Scholtes observed in "The Leader's Handbook," the reality is that people/ teams, no matter how capable or competent or incentivized, can’t compensate for dysfunctional systems. More than this, all of the streamlined, value-added, robust, capable, and repeatable management systems you can muster (whether driven by process, methods, models, techniques, tools or procedures) cannot compensate for an aggressive/defensive or passive/defensive culture for the simple reason that the wrong ones result in creating and reinforcing them. In this example, incentives destroy intrinsic motivation and degenerate rapidly to internal competition around short-term objectives where there should be cooperation toward both long-term strategies and short-term objectives, which, in turn, only serves to promote and reinforce an aggressive/defensive operating culture. 

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Happiness as a Core Component of a Thriving Organization

Happiness as a Core Component of a Thriving Organization | Real Leadership! Are You Ready? | Scoop.it
Have you ever felt like a donkey chasing a carrot that is always tantalizingly just beyond reach? Maybe it’s not a carrot you’re chasing, but if you’ve ever found yourself thinking, “I’ll be happy when…” then you’ll understand.  Whether it’s striving for a promotion at work, dreaming of retirement or just trying to survive until […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I came across this article today about the same time I learned of the incredible young man, Jaden Hayes, from Savannah, GA. If you aren't familiar, he's a 6-year old who recently launched a "smile campaign" so that he could put happiness into the lives of others. Significant on its own merit, but even more so because Jaden lost his father at the age of four and just woke up last month to discover that his mother had died unexpectedly in her sleep. Young Jaden Hayes, at the age of six, has developed a simple yet profound knowledge about not just overcoming adversity, but also the importance of serving and giving in the process. More importantly, he has closed the knowing-doing gap far ahead of the rest of us. We could all learn a lesson. Thank you, Jaden, for setting the example and placing the bar high for the rest of us.  

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Trust: Going Beyond Compliance and Ethics

Trust: Going Beyond Compliance and Ethics | Real Leadership! Are You Ready? | Scoop.it
“Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

There is right and wrong leadership. In a post-modern era that
has made it politically incorrect to talk about right and wrong while simultaneously over-relying on massive code of ethics policies to encourage right behavior (remember ENRON had an industry leading code of ethics policy), it is important to note that “effective” leadership does not equal “right” leadership. - Excerpt from Real Leadership! Are You Ready?

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You, The Truth and Nothing But Your Leadership! - Linked 2 Leadership

You, The Truth and Nothing But Your Leadership! - Linked 2 Leadership | Real Leadership! Are You Ready? | Scoop.it
Leadership certainly appears to be among the most overused terms of the 21st Century...
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

What do you think of this? Looking for feedback on how and when newness in leadership appears. Is it really something new and never before discovered, or simply something new for the individual who is committed to doing what it takes to become a Real Leader...to change the impact they are having on others by letting feedback penetrate their learning, changing, growing and leading through awareness, acceptance, action and achievement?

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The Leadership Lessons I Learned from Being Fired

The Leadership Lessons I Learned from Being Fired | Real Leadership! Are You Ready? | Scoop.it
Read about the leadership lessons learned from being fired by Fortune 500 executive Henna Inam.
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

I can relate! Though the circumstances surrounding my two lay-offs and one termination in the five years between 2004 and 2009 were a little different than Henna's, they had the same effect of producing some valuable leadership lessons. I count these extremely challenging events in my professional life among the most important non-neutral learning opportunities I've had over the past 31 years of my career. And while Henna's point about vulnerability is spot-on, it does come with a "uneasy" catch. As I've written elsewhere: "Because non-neutral learning events often place us in a vulnerable position before others, we can easily choose to ignore them, leaving us in the doom-loop of oscillating between 'getting ready' and 'being unwilling.' When I’ve been ready and willing, every non-neutral learning event has contributed in a unique way to personal intimacy (a.k.a., into-me-see). This may seem like a strange term to use, but 'personal intimacy' easily translates into self-familiarity, self-understanding and self-confidence, all of which are essential to enriching leadership." -- Real Leadership! Are You Ready?

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Can We Reverse the Decline in Trust?

Can We Reverse the Decline in Trust? | Real Leadership! Are You Ready? | Scoop.it
Distrust is the new normal. There has been a dramatic decline over at least the past 15 years in almost every sector of our society—distrust of the police, government, financial institutions, ethnic groups, and even each other. “Distrust” is the headline every night on the news. Trust vs. Fear as a performance driver In the […]
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

We can reverse distrust and remove fear through personal leadership platforms that include Trust as part of the footing that lies beneath our foundation and framing. A leadership platform built on trust and reinforced by personal accountability is incredibly stable and capable of standing the World's tests of both time and torrent. This is possible because, as history reveals and science verifies, constructive relationships become a conduit for information exchange (i.e., communication for learning), and in the process of approaching one another and our successful work in this way we create a new vision of potential for the team, the organization and the world. Barriers break down, paradigms shift and a whole new level of thinking begins to form around becoming our best.

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Memorial Day-2015

Memorial Day-2015 | Real Leadership! Are You Ready? | Scoop.it
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

As a United States Marine I spend a great deal of time on developing leadership-sometimes as an instructor; always as a student. It has been this way since I first "Earned the Title" on August 31, 1984. But on this and every Memorial Day, any reference to leadership ought rightly to be made exclusively in honor and remembrance of those who made the ultimate sacrifice. May we never forget the rich heritage we've been given by their selflessness, and may we continually repay that debt with our gratitude. In memoriam of who they were and what they did, SEMPER FI! 

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Positive Teams Are More Productive

Positive Teams Are More Productive | Real Leadership! Are You Ready? | Scoop.it
Research-based ways to make your employees happier.

Via Vilma Bonilla
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Not surprising to see Leadership and Culture top the list of things we should be addressing in order to create a more positive impact. And instead of placing this in terms of positive vs negative, consider effective vs ineffective when it comes to leadership, and constructive vs defensive when it comes to culture. 

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Vilma Bonilla's curator insight, March 18, 2015 11:46 PM

Make sense, right? I'm all about it Baby! All too often though, we see negative, cynical attitudes adopted. This post provides some excellent suggestions to make positivity happen! ❤️

Dale Carnegie Training North Central US's curator insight, March 21, 2015 10:31 PM

What organizational-related topics are most important to you right now?
 

Dale Carnegie Training's Quarterly Pulse Survey of 23,000 leaders revealed “employee engagement” and “change management” are exponentially more popular than other expressions. Contact us to learn how we equip organizations to assess "soft skills" training ROI.

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Driving Employee Engagement through Leadership | Leadership | Training Industry

Driving Employee Engagement through Leadership | Leadership | Training Industry | Real Leadership! Are You Ready? | Scoop.it
There are multiple drivers of employee engagement, from pride in working for the company to having a voice in the way things operate. However, the impact of the relationship with the direct manager is a constant.

Via TechinBiz
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Spot on...relationships for Real Leaders (#ready4realleadership) matter. Engagement is what happens when leaders treat those in their organizational down-line as their primary customers--as those who benefit most from their leadership products and services. 

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On Leadership, Forgiveness and The Authentic Leader - Linked 2 Leadership

On Leadership, Forgiveness and The Authentic Leader - Linked 2 Leadership | Real Leadership! Are You Ready? | Scoop.it
The roots connecting forgiveness to leadership in the organizational context run deep in the servant model.
Richard Dillard, PMP, SSBB, ABD 7.1's insight:

Real leaders understand and practice the virtue of forgiveness.

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