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Via Daniel Watson
Research shows that managers see far more leadership potential in their employees when their companies adopt a growth mindset — the belief that talent should be developed in everyone, not viewed as a fixed, innate gift that some have and others don’t. But what are those organizations doing to nurture their talent?
To explore this question, let’s look at Microsoft, which is deliberately creating a growth-mindset culture and, in that context, rethinking its approach to development. As a result, previously unidentified — yet skilled — leaders are rising to levels they might not have in a traditional development model.
The CEO is generally the bellwether of a company’s culture, and under Satya Nadella’s leadership, Microsoft is emphasizing learning and creativity. Nadella believes this is how leaders are made, and that idea is reflected in several programs, which we’ll describe here.
People don’t quit jobs; they quit bosses. So when you’re the leader, your job directly impacts employee retention. While some people are naturally good at managing others, all of us have strengths and weaknesses that can affect our relationships with members of the team.
"When you’re in charge, your opinion takes up more space than others’, whether you intend it or not," says Jonathan Raymond, author of Good Authority: How to Become the Leader Your Team Is Waiting For. "What you say and do carries more weight. It’s only a bad thing when it’s disempowering and demotivating others from finding their own voice."
Looking at yourself as a whole can help you sidestep the pitfalls and become a better leader, says Raymond, who is principal at the management-training company Refound. "You can’t think about your strengths without your weaknesses; weaknesses are based in strengths," he says. "For example, the traits that made Steve Jobs a genius also made him difficult to work for."
Leaders fall into three categories, says Raymond: fixers, fighters, and friends. When you identify which one you are, you can use your strengths to motivate others and acknowledge your weaknesses so they don’t negatively affect your team.
We all want to find happiness at work and at home, but 24% of U.S. employees say the balancing act is getting tougher to manage, according to a study by Ernst & Young (EY). That’s because work is spilling into time that should be spent on personal pursuits. About half of managers work more than 40 hours a week, the EY report found, and a study by Project: Time Off found that the majority (55%) of us end the year without taking advantage of paid time off. That unused vacation time totals 658 million days.
But happiness experts say work-life balance is a myth. Work life and home life aren’t separate; there’s just "life," and happiness comes from figuring out a way to combine the two seamlessly.
"People who are highly resilient don’t see the day in terms of separation," says Maria Sirois, clinical psychologist at the Kripalu Center for Yoga and Health in Stockbridge, Massachusetts. "There isn’t work me versus home me. Ninety percent of success of life is about who we are and what we bring to the day at work and at home."
In the last 30 years, our work WIIFMs have changed dramatically. Across generations, people want the time they spend blending work and life to accrue tangible benefits beyond just a paycheck. Increasingly we prioritize a greater sense of purpose and an opportunity to improve our skills and knowledge nearly as much, and sometimes more, than we prioritize pay.
In competitive roles such as engineering, data analytics and biogenetics, the ability to prove and then improve our marketable skills is critical for career progression and talented people instinctively know this. When evaluating a job opportunity, they strategically weigh their opportunity to learn or gain a unique experience as much as they weigh their compensation and benefits package.
Australian startup success story Atlassian has introduced a new group video conferencing tool to its flagship offering HipChat as it steps up the fight against rival Slack. The $8 billion tech giant’s advantage in this competition is its core focus on innovation that comes from its vigorous startup spirit that spills across the entire workforce, HipChat
What do you do for work? Not, what is your job title, or what’s written in your official job description? But what do you actually do?
It’s potentially the most important question you can ask yourself if you care about standing out, staying ahead of the change curve, and continuously elevating your performance to gain access to choice assignments and opportunities to advance.
This is because the value you deliver, the results you produce, and the impact you have on others come more often from the execution of unspoken intangibles that are not reflected in your title, job description, or the daily tasks and activities you’re responsible for. This severe mismatch is based on a fundamental misunderstanding of the true demands of work.
The problem with multitasking is that it just doesn’t work as well as we think it does.
The efficiency myth has been debunked by numerous experts and studies. For example, research from Stanford revealed that the more people multitask, the more they are training their brain to be scattered, and the less they are able to be creative or develop emotional intelligence. Another study from the suggested that your IQ can drop as much as if you’d missed a night of sleep. And the American Psychological Association revealed that a group of studies proved that workers performing juggling acts were actually costing a lot more time and increasing the chance of errors. Overall, this degrades your brain’s executive function as well as damaging your productivity.
As a leader, you already know you should manage your time better and deploy your resources more strategically. But to really address the problem, you need to look at the underlying dynamic that constrains leadership capacity: your margin of power.
The concept of a margin of power, designed to help professionals discover the limits of their work capacity, was developed by the educational psychologist Howard McClusky. Though he remains relatively unknown in business circles, McClusky was an influential and pioneering theorist in adult education. As a professor at the University of Michigan in the 1930s (he remained there until his death in 1982), he wondered why some adults could successfully start and complete new projects, goals, or initiatives time after time while others became quickly overwhelmed and unable to continue. His research eventually led to a simple formula that expresses a relationship between the “load” a person carries (the demands placed on them by their family, work, civic duties, and their own ambitions) and their available “power” to carry it (their own energy, skill, competence, and integrity, along with the support they get from their communities and employers).
Emotional intelligence predicts people’s ability to regulate themselves, manage other people, and achieve success. Research shows a link between emotional intelligence and career success. Not everyone is born with it, but unlike IQ, emotional intelligence can be acquired and improved with practice. So, how can we tell if someone’s got it or not? Here are five signs of people with high emotional intelligence. These are qualities that are easy to assess in every day situations.
Sign No. 1: They handle criticism without denial, blame, excuses or anxiety.
One of the hallmarks of high emotional intelligence is self-awareness. Self-awareness is a deep understanding of what makes us tick; what angers us, makes us happy, bores and interests us. It’s also means that we can appraise ourselves, faults and all, with great honesty and clarity. So when people with high emotional intelligence make a mistake and get criticized for it, it doesn’t send them into an emotional tailspin. It’s simply a fact to be noted, analyzed and corrected.
In spite of a significant imbalance between male and female leaders in business, new research from the University at Buffalo's School of Management suggests that in collaborative work environments where women are outnumbered, they often emerge as the natural group leader.
The findings fly in the face of the reality of the U.S. workforce, where many fail to recognize the extent of the female leadership gap. Women represent just 3% of new CEOs in the U.S., 5.1% of Fortune 1000 CEOs, and 4% of Standard and Poor’s 500 CEOs. A recent survey by the Rockefeller Foundation also found that nine in 10 respondents thought there were more female business leaders than there really are, and further research by the W. P. Carey School of Business at Arizona State University found that those women are more likely to be targeted by shareholder activism.
"We tend to see the man as more leader-like than the woman," says lead author Jim Lemoine, in a video interview by UB School of Management. "What we were interested in in this research were exceptions to the rule."
“Impostor syndrome” is that feeling where — even if you get good grades, good jobs, accomplish things, have special talents, and people compliment you — you feel like you’re tricking everyone and you’re actually not good at anything. And it can wreak total havoc on your peace of mind:
If a business chooses to impose a surcharge on its customers for making a payment using a credit, debit or prepaid card, the level of the surcharge must not be excessive. Our questions and answers provide detailed information about the new ban.
With each member of a team being an individual, the ability to possess a transformational style to suit is an extremely important asset. What we receive as output, is always reflective of the input. Honing skills to manage teams through flexibility is what Stormley Consulting understand. Contact us at www.stormleyconsulting.com
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