Surviving Leadership Chaos
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Surviving Leadership Chaos
" We make a living by what we get, we make a life by what we give. " - Winston Churchill
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What to Do When You Have to Work with Someone You Don't Like

What to Do When You Have to Work with Someone You Don't Like | Surviving Leadership Chaos | Scoop.it
Use this psychological trick when a colleague makes your skin crawl.

 

Jeff*, like me, is a writer, a speaker, and the head of a consulting company. As far as I can tell, he's professional, well respected, capable, honest, and has a popular following. Someone we both know has asked us to collaborate on a project and there's clearly a mutual benefit to our working together.

 

It all sounds great except for one thing: I don't like Jeff.

 

Something about him rubs me the wrong way. He seems too self-serving or egocentric or self-satisfied. I don't know what it is exactly, but I know I don't like him.

 

I mentioned that to the person who wants us to work together. She told me, essentially, to get over it. "You don't have to like him," she said, "but you'd be smart to work with him."

 

So how do you work with someone you don't like?

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7 Ways to Improve Your Personal Power and Influence as a Leader… |

7 Ways to Improve Your Personal Power and Influence as a Leader… | | Surviving Leadership Chaos | Scoop.it
7 Ways to Improve Your Personal Power and Influence as a Leader… | http://t.co/Gzx1DK6S...

 

Many of us struggle when trying to influence others (sometimes we can’t even influence ourselves!)

 

One of the key elements of influencing is credibility.

 

You may have heard the saying: perception is reality – Other people judge you by your actions (what you do, what you say or how you act) and NOT by your intentions. Your behavior has a huge impact on your credibility.

 

You are your demonstrated behavior…

 

I’m often asked the question: How can I build my personal credibility?


Via Roy Sheneman, PhD
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20 Things Midlifers Say They've Stopped Stressing About

20 Things Midlifers Say They've Stopped Stressing About | Surviving Leadership Chaos | Scoop.it
Post 50s stress about many things: career, marriage, legacy –- even loose skin. But midlifers are happy to report a few things they no longer feel the need to agonize over in the world of Medicare plans and reading glasses.

 

Post 50s stress about many things: career, marriage, legacy –- even loose skin. But midlifers are happy to report a few things they no longer feel the need to agonize over in the world of Medicare plans and reading glasses.

 

For example, Meg Beattie Patrick, a 50-something communications specialist in New York City, says she no longer frets about “trappings.”

 

“I don’t stress over having the latest or nicest things any longer,” she said. “Most of the aspiring to have those types of things (house, car, pool, vacations, clothes, camps, horses, entertainment budget) was just for the sake of my children, anyway … and I only achieved my goals about half the time, which makes a girl realize the family will survive and even thrive without every material thing known to mankind.

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How to Take an Office Sabbatical

How to Take an Office Sabbatical | Surviving Leadership Chaos | Scoop.it

Please Note: While written for pastors - there are great ideas for others in the article.

 

Emotional exhaustion, physical weariness, spiritual anorexia—twelve years of task-oriented ministry had taken its toll.  I was battling pastoral burnout, and I was losing.

 

When I confessed my despair to my superintendent, he suggested a four-syllable remedy:  Sabbatical.  An extended time away from the never-ending responsibilities of the church was not a foreign concept to me.  Two of my closest colleagues had experienced meaningful renewal through twelve-week summer sabbaticals.

 

When I approached some of the key leaders of the congregation with the idea, their response was less than encouraging:  “A sabbati—what?” “For how long?” “You’d still collect a check?” “You’re kidding, right?”

 

I felt betrayed and resentful.  But after my anger dissipated, I devised an itinerary for survival.  I developed the office sabbatical.  Here’s what I learned about taking a sabbatical in the midst of work:  Twelve keys for hiking though the wilderness of despair:

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The Strengths and Weaknesses of Your Leadership Style

The Strengths and Weaknesses of Your Leadership Style | Surviving Leadership Chaos | Scoop.it
Look for your own style in these four types.

 

There are many leadership styles and a cottage industry has cropped up around defining them. Gayle Lantz, president of WorkMatters, Inc., a human resources consulting firm in Birmingham, Ala., uses the popular DISC assessment tool to as part of her practice to identify leadership styles.

DISC, an acronym for dominance, influencing, steadiness, and compliance, uses a series of questions each with four answers. Respondents indicate which style is most and least like their own. Lantz says she usually sees four coreleadership styles emerge from these assessments. Individuals often tend to be a combination of styles, each with their own strengths and weaknesses.

 

"To get the best results on a team, it’s important to have a balance of different styles and also to get to a place of appreciating the other styles, as well," she says. Look for your own style in these four types.

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The Physics of Leadership - George Ambler On Leadership

The Physics of Leadership - George Ambler On Leadership | Surviving Leadership Chaos | Scoop.it
One of the laws of physics states that “for every reaction there is an equal and opposite reaction”.

 

One of the laws of physics states that “for every reaction there is an equal and opposite reaction”. The same is true for leadership, “for every action a leader takes there is a corresponding reaction from followers”.

 

This simple truth is often over-looked by leaders, as leaders we often under estimate the influence we have over followers.


Via Sparktheaction
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The Art Of Listening Everyone needs a good listening to!!

The Art Of Listening  Everyone needs a good listening to!! | Surviving Leadership Chaos | Scoop.it
We each have a need to be heard The most basic human need is to understand and to be understood. But most people do not listen; they listen with the goal of responding To respond is to react, and to react is not to listen.

 

The most basic human need is to understand and to be understood.


But most people do not listen; they listen with the goal of responding

 

To respond is to react, and to react is not to listen.

 

The art of listening is through silence.

 

Look at these word and mix them up. Listen. Silent. A perfect anagram.

 

The essence of listening is in silence:

 

Do not judge


Do not question


Do not fix


Be the silence that is needed when someone else speaks.


Via Ariana Amorim, Les Howard, David Hain
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On Leadership, Delegation and Whack-a-Mole

On Leadership, Delegation and Whack-a-Mole | Surviving Leadership Chaos | Scoop.it
Someone recently asked “Why are some executives so poor at delegating?

 

Delegating is a difficult skill to master. Many leaders make it to high levels in their careers and within organizations without ever mastering this skill. And this can be a big problem! "Someone recently asked “Why are some executives so poor at delegating?"

 

On Delegation and Details

 

We expect that executives should know how to effectively delegate by the time they have gotten to a senior level.

 

"But like any skill, position level has little to do with it any one person mastering the skill of delegation."

 

When the nature of the work reinforces an executive into thinking that they need to have direct knowledge of every detail of the work, poor delegation will follow.

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Timeless Success Recipes From Stephen Covey

Timeless Success Recipes From Stephen Covey | Surviving Leadership Chaos | Scoop.it
"Here, have an oatmeal cookie."That is the disarming way in which my first interview with Stephen Covey began in 2004. In light of Dr. Covey's passing this week, his lessons are more alive than they have ever been.

 

"Here, have an oatmeal cookie."

 

That is the disarming way in which my first interview with Stephen Covey began in 2004. In light of Dr. Covey's passing this week, his lessons are more alive than they have ever been. I'm certain that my experiences with Covey were consistent with many others. This is my attempt to summarize those life lessons.

 

I wish that I could say my first live interview with Covey went smoothly. Although FranklinCovey's press team invited me to their Long Beach, Calif., conference, they asserted that Covey's full schedule would not allow time for me to interview him. My expectations were very low. Suddenly, after the Day 1 main session, the reporter from the Los Angeles Timescontacted Deb Lund, the director of PR, and cancelled his interview. She offered me his interview time slot.

 

I paused three seconds for dignity, then said yes. Here's the rub: I had seven minutes' notice to prepare for the interview.

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When Collaboration Doesn’t Work

When Collaboration Doesn’t Work | Surviving Leadership Chaos | Scoop.it
Collaboration makes matters worse when values collide.

 

Stop bowing at the altar of collaboration.

 

It’s usually better to work with others, to collaborate. But, collaboration isn’t always useful or necessary.

 

Collaboration can be cumbersome, ineffective, or detrimental.


"Sometimes, having someone “work for” you is better than “working with” them."

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Great Leaders Serve - Simplify

Great Leaders Serve - Simplify | Surviving Leadership Chaos | Scoop.it

As I’ve written about before, leaders are called upon to do many things for their organizations – we’re called on to articulate a vision for a better tomorrow, mobilize people, constantly drive improved outcomes, and on and on. However, there’s one thing I constantly see the best leaders do that I’ve never seen anything written about – they are masterful at simplifying things.


Here are some examples of how this happens in real life…

 

Leaders simplify the mission. Exactly what are we trying to accomplish? If your answer takes more than a sentence or two, you may not have simplified the mission enough. Drucker is quoted as saying, “If you can’t put it (the mission) on a t-shirt, you don’t have it yet.

 

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You’re Better Than “That Little Voice!”

You’re Better Than “That Little Voice!” | Surviving Leadership Chaos | Scoop.it
What if I really can’t do what I think I can do?  What if I’m not good enough?


Why do we give so much power to these awful little voices, which are evil, lying saboteurs?  How do I know these voices are lying?  Because, for many of us who have thought things through, we can point to more reasons to be reasonably hopeful and more data points of success that line our track record than the one self-questioning confidence-sucker that we’re allowing to have far too much power.

 

Your Daily Dynamo To Do:  Make a list of the successful data points in your history.  Look at what you’ve survived, overcome, achieved, earned and accomplished.  Keep this list handy and add to it often.  Ask others to help you brainstorm items to add to your list.  Review it, celebrate it, call out and be grateful for the skills, experiences, characteristics and talents that got you through or were enhanced by each item on your list.


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You Can't Be a Great Leader Without Trust. Here's How You Build It

You Can't Be a Great Leader Without Trust. Here's How You Build It | Surviving Leadership Chaos | Scoop.it

Among all the attributes of the greatest leaders of our time, one stands above the rest: They are all highly trusted. You can have a compelling vision, rock-solid strategy, excellent communication skills, innovative insight, and a skilled team, but if people don’t trust you, you will never get the results you want. Leaders who inspire trust garner better output, morale, retention, innovation, loyalty, and revenue, while mistrust fosters skepticism, frustration, low productivity, lost sales, and turnover.

 

Trust affects a leader’s impact and the company’s bottom line more than any other single thing.


Via The People Development Network, Jean-Philippe D'HALLUIN
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Leadership Traits Any Leader Needs

Leadership Traits Any Leader Needs | Surviving Leadership Chaos | Scoop.it
Just ask any person in a leadership position and they would tell you that they love working and making a difference for the organization or the society. But asked about the biggest challenges in their leadership?

 

Just ask any person in a leadership position and they would tell you that they love working and making a difference for the organization or the society. But asked about the biggest challenges in their leadership? They could easily point to people! They could be people they work with. People who ask for favors from them, or people who have made it their habit to make the lives of leaders miserable!


Leaders need some leadership traits. But what are these traits? How are leadership traits different from skills?


For me, leadership skills relate to the performance of tasks, results and deliverables. When you say that a leader has good delegation skills, he knows how to maximize the talents and of his subordinates toward the fulfillment of goals. But you can’t say that he has good delegation traits. That’s not a trait. Instead, traits are related to character and relationship with people.


Via Dr. Susan Bainbridge, David Hain, Kevin Watson
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No Excuses = Real Leadership | N2Growth Blog

No Excuses = Real Leadership | N2Growth Blog | Surviving Leadership Chaos | Scoop.it
The problem we face as a society is we live in a time where he or she with the best excuses wins.

 

Leaders don’t offer, nor do they accept excuses. True leadership demands the character to demonstrate personal responsibility for one’s actions, and the courage to hold others accountable for theirs. Excuses attempt to conceal personal or professional insecurities, laziness, and/or lack of ability. They accomplish nothing but to distract, dilute, and deceive. It was Benjamin Franklin who said, “He that is good for making excuses is seldom good for anything else.”

 

The word “excuse” is most commonly defined as: a reason or explanation put forward to defend or justify a fault or offense. History’s greatest leaders have always fostered cultures of commitment, trust, and performance, where action is valued over rhetoric. Leaders who issue or accept excuses are complicit to muting performance and fueling mediocrity.

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What I Should Have Said…

What I Should Have Said… | Surviving Leadership Chaos | Scoop.it

So how much of the responsibility for employee development lies with the employee?

 

I don’t recall the specific verbiage that was used, but that was the gist of the question as I remember it. It came in a Q & A session following a talk Andy Janning and I gave about employee development, during which I advocated for employee development to be thought of differently than it often is.

 

Some version of that question was probably running through the minds of others in the audience after I was fairly direct about some managers’ general apathy toward developing their employees. I had suggested that organizations stop acting like the training department alone owns employee development. On a related note I opined that organizations need to stop holding Training more accountable for employee development than those employees’ managers. I said that we, in organizations, need to stop making it OK if managers aren’t developing their employees, and stop thinking that a manager sending an employee to a training session counts as them developing them that employee. And then, to top it off, I argued that organizations need to stop promoting people into management if they don’t develop people; just being a technical expert isn’t good enough anymore.

 

I was essentially suggesting that employee development needs to evolve into something more than an effort to create human pegs to stick into organizational holes. It has to become more about creating an environment that it is about creating a program. Employee development has to be a community effort, an organizational way of life that’s owned by everyone.

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Beyond the Finish Line: Building Leadership through the After-Event Review

Beyond the Finish Line: Building Leadership through the After-Event Review | Surviving Leadership Chaos | Scoop.it

The after-event review has emerged in recent years as a promising leadership development tool for businesses. First used by the military, the after-event review is a structured examination and analysis of an action by its participants after it has concluded.

 

But after-event reviews do not affect everyone the same way, as Assistant Professor of Management Jennifer Nahrgang has found in her research. In an elaborate experiment conducted with three other researchers over a two-year span, Nahrgang found that after-event reviews are most effective for individuals with certain personality traits or who come to the exercise with certain experiences.

 

"We found that after-event reviews did help to develop leadership skills, but among people who go through the process, some benefited much more than others," Nahrgang said.


Via Morag Barrett, David Hain
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Getting to Know You

Getting to Know You | Surviving Leadership Chaos | Scoop.it

Who are you?

 

Here are some ideas to help you develop a better knowledge of yourself. Adopting even a few of them can help you begin to make positive changes in the way you see yourself as well as others.

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Telecommuting: The Benefits of Working From Home (Infographic)

Telecommuting: The Benefits of Working From Home (Infographic) | Surviving Leadership Chaos | Scoop.it

If you think you’d be better off without your daily commute, you’re not alone. Telecommuting and remote working is gaining popularity among the American workforce, and there’s distinct benefits for both employees and employers. While only one in ten American workers telecommutes regularly at least once per week, the trend is enjoying an upswing. While the U.S. labor force has only grown 3% in the last seven years, the number of workers telecommuting has increased by two-thirds. If half of the American workforce was able to telecommute 50% of the time, it would be a better world. And not just because you don’t want to get out of bed to perform your work tasks.


Via Brian Yanish - MarketingHits.com
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8 Signs You've Found Your Life's Work

8 Signs You've Found Your Life's Work | Surviving Leadership Chaos | Scoop.it
Wondering if the job you have now is "the one"--or just another stop on the way to something more fulfilling?

 

This month marks the nine-month anniversary of the most natural and obvious, most joyful and energizing decision of my life: to fully commit 100% to my life's work.

 

I've spent every day falling more madly in love with how I live my life and spend my time, the contributions I'm making to society, and the discomfort and growth that I feel each day.

 

My journey getting here was both arduous and enthralling. It was not at all straightforward. I had numerous experiences that collectively brought me here, teaching me what I'm capable of and showing me what does and does not resonate.

 

Though I've known for many years that my purpose is to unlock human potential, it took me some time to fully embrace my intuition, to figure out how to actualize this vision, and to build the courage to lean into my fears. (And it's still, and always will be, an ongoing learning process.)

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Traditional Vacation Is Dead. Long Live Vacation

Traditional Vacation Is Dead. Long Live Vacation | Surviving Leadership Chaos | Scoop.it
Here are 3 tips for working smarter when you're away, so you can stay on top of your business--and enjoy yourself and your family, too.

 

The business world is abuzz with trend stories about unlimited vacation time. At Netflix, for example, they abolished their policy in 2004 and instead allow employees to take vacation whenever they need time (and as long as they get their work done). Gilt Groupe, a fashion-oriented deals site, offers up a similar policy, a sure way to attract talent in the competitive tech space.

 

However, thanks (or no thanks) to handheld devices and widespread Internet access, the reality is that for many workers it's hard to turn off. According to a recent Good Technology survey, 57 percent of respondents checked work emails on family outings. This is particularly true for entrepreneurs, like myself, who run small businesses.

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10 Good Reasons Not to Trust Your Brain

10 Good Reasons Not to Trust Your Brain | Surviving Leadership Chaos | Scoop.it
If the human brain is such a marvel of evolution, why does it so often betray us into making poor decisions and acting foolishly?

 

The human brain is a marvelous tool. However, it was designed for a very different world than we currently live in. As a result, it retains many design flaws that do not serve us well, especially in today’s business world where new ways of thinking and ongoing innovation are essential for success.

 

Perhaps the most damaging flaw is the brain’s tendency to think it’s right. In fact, it often insists it is right even in the face of contradictory evidence. So the next time you’re absolutely, positively sure you’re right, consider these 10 reasons not to trust your brain:

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Ana Tapia's curator insight, December 13, 2012 2:08 PM

To overcoming this  a good professional Coach helps a lot to clarify and confirm    "what the brain tell". I recommend a lot!

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How to Harness Your Brain's Secret Efficiency

How to Harness Your Brain's Secret Efficiency | Surviving Leadership Chaos | Scoop.it
Reap the rewards of your brain's organizational capabilities and regain control of your frenzied work day with these five tips.Get the latest blog...

 

Do you answer emails while on a conference call, or make your to-do list while in a business meeting? You may think multi-tasking is the obvious answer to a jam-packed schedule, but Wellesley, Mass.-based business and wellness coach Margaret Moore, co-author of Organize Your Mind, Organize Your Life (Harlequin, 2011), says juggling multiple tasks places stress on the brain and negatively effects your job performance.

 

"Our brains were designed to focus all of its resources on one task at a time, be it a work project or a personal conversation," says Moore. Rapidly shifting from a conference call to an email to a meeting means these tasks only get a part of the brain’s resources, and can result in sloppy work, making you feel dissatisfied with your accomplishments at the end of the day. "[When we focus on a singular task], our memory works well, we make fewer mistakes and we’re creative -- even brilliant from time to time," says Moore. Using the brain’s organizational software in the way it was designed can help you to feel more focused and productive.


Via Christine Heine, AlGonzalezinfo
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