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The Top 5 Myths About Leadership - US News

The Top 5 Myths About Leadership - US News | Strategy and Leadership | Scoop.it
Don't believe these misconceptions about what it takes to be a great leader.
Chad Manske's insight:

Very true myths in my experience.  Remain skeptical whenever anyone tags the terms always or never to something.

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John Michel's curator insight, October 29, 2014 9:46 PM

Instead of being viewed in a popularity contest, leaders should strive to be respected and trusted.

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5 Powerful Habits of Extraordinary Leaders

Take your business from good to great by applying the methods of today's most successful leaders.
Chad Manske's insight:

1. Set the bar high

2. Build a productive work culture

3. Be visible and honest, and keep promises

4. Make your team a part of the plan

5. Celebrate your team's successes

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2 Things Great Leaders Do When They Give Feedback

Managers give the most useful feedback on the fly, not from a script. But how they deliver it is just as important, says author and professor Brené Brown.
Chad Manske's insight:

Feedback is a development opportunity for your subordinates.  It should be constructive and provide useful signposts for them to improve performance moving forward.  Often lost is how to deliver it without alienating the subordinate...which is addressed here.

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3 Critical Attributes of Leadership Presence | Switch and Shift

3 Critical Attributes of Leadership Presence | Switch and Shift | Strategy and Leadership | Scoop.it
In the best leaders with whom I’ve worked, there are three consistent attributes I’ve noticed. These attributes create a presence that is strong, professional
Chad Manske's insight:

I couldn't agree more with Karen Hough's attributes here: 1) be real and vulnerable, 2) be an empathic communicator, and be calm in chaos!

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Is your boss making you sick?

Is your boss making you sick? | Strategy and Leadership | Scoop.it
Besides causing employees to dread work, a bad boss can have a negative effect on others' physical and mental well-being.
Chad Manske's insight:

New research does indicate a link between a stressful work environment (code for tough boss) and negative physical effects.

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The Art of Moving On

The Art of Moving On | Strategy and Leadership | Scoop.it
We all experience disappointments at work. Passed over for a promotion. Argument with a client or colleague. Office politics run amok. As a leader, your colleagues may see you as the cause of their
Chad Manske's insight:

For those who can't seem to let go when they have have apparently been spurned, this piece is for you.  Call it forgiveness, forgetting, or just simply putting it behind you, 'moving on' is important to your credibility as a leader (and follower).  The one who can't move on is ultimately considered inconsistent, overly emotional, unstable, etc.--you get the picture.  We may not like the decisions or circumstances imposed on us, but when done so by competent authorities, we have a moral and professional obligation to move on.

 

"The secret of high performance leadership is to get over something quickly, and help others get over something quickly to build a high bonding and cohesive state."

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The ten things the best leaders never say

The ten things the best leaders never say | Strategy and Leadership | Scoop.it
"The difference between the almost right word and the right word is really a large matter -- 'tis the difference between the lightning-bug and the lightning," wrote Mark Twain.
Chad Manske's insight:

Danger signs if you hear any of these phrases from your bosses:

 

"I'm the boss."

"That's not my fault."

"I'll do it myself."

"I know that — I've thought of everything."

"Failure is not an option."

"That's not the way we do it here."

"I want results, not relationships."

"I don't care if it's unethical. If it's not illegal, do it."

"Don't bring me any bad news or surprises."

"You're lucky to have a job here."

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Philosopher kings

Philosopher kings | Strategy and Leadership | Scoop.it
IT IS hard to rise to the top in business without doing an outward-bound course. You spend a precious weekend in sweaty activity—kayaking, climbing, abseiling and...
Chad Manske's insight:

This leadership page has often discussed development of leaders and how to keep the edge when you've seemingly 'reached' it.  This piece reminds us that continued 'inward-bound' development by taking part in courses, retreats, relaxation, or a personal reading program--to include the classics--benefits all classes of business and organization leaders.

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5 ways to be a leader who gets it

5 ways to be a leader who gets it | Strategy and Leadership | Scoop.it
Leaders who get it bring some heart to their work. They treat people as ends, not means.
Chad Manske's insight:

We have all perhaps been apart of conversations about colleagues or bosses where we exclaim, "He/she gets it!"  How is that?  What are the traits of the self aware leader who creates this magnetism and makes us want to do anything for them and the organization? 

 

This piece covers 5 ways:

1. Be well-mannered mavericks

2. Be kind

3. Cultivate a noticing mindset

4. Shine a light on unconscious bias

5. Practice power with

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Trust Changes Everything!

Trust Changes Everything! | Strategy and Leadership | Scoop.it
Chad Manske's insight:

This morning I had the privilege to take part in a Pentagon Prayer breakfast where Stephen Covey shared his message "Trust Changes Everything."  I want to share the insights he imparted since trust is directly tied to leadership and there is something for us to glean therein.  His three main points were encapsulated in a concept from a story he used to set the stage--a recent fly fishing trip!  Now Stephen had never done this before and was with a guide learning how.  As he and the guide were standing in the middle of the river he asked Stephen what he could see in the water.  Stephen couldn't see a thing due to the glare of the sun that cast light across the surface of the water making the view through it opaque.  The guide stated that there were fish all around them including right in front of them yet Stephen still couldn't see them.  The guide then handed Stephen his polarized sunglasses by which Stephen could then see all the fish.  The point conveyed as the foundation for trust and Stephen's remarks was that the environment and potential for trust exists all around us, and we just have to believe and see it.  To really see it, we sometimes have to take off our 'glasses' of suspicion and put on our 'lens' of trust.

 

Moving on, Stephen's first point was that we need to trust ourselves and look inward before we think about needing others to trust us.  Others can trust us only if we first trust ourselves.  He used the metaphor of riding as a commercial aircraft passenger where during the flight attendant's briefing we are told that when the oxygen masks drop we are to put our own mask on first before helping others.  Our natural instinct, sometimes, though, is to help others first before helping ourselves (eg., children, spouse, etc.), but of course we are less effective in doing so if in the process we pass out before then.  Therefore, we need to look at ourselves and our capacity to trust what we see before anything else.

 

Building on that concept, Stephen's second point was that as leaders we need to be willing to extend trust to others.  If you expect others to trust you, it has to start with you.  He illustrated the concept by showing a couple of video clips.  One in particular drove the point home.  He showed a short story on Jason McElwain, the autistic student basketball manager back in 2006 who faithfully and enthusiastically supported the Greece Athena High School team.  All season long (perhaps for more than one season) Jason served the team, yet during the last game of the season the coach asked Jason to put on a uniform.  Not only that, but in the second half of the game the coach put Jason in with only 4 minutes left as fans cheered wildly.  After missing his first few shots, Jason made a perimeter 3-pointer, followed by 5 MORE, ending the game with 20 points and a win for the team!  The fans streamed on to the court in jubilation (Google the video--it is priceless).  To reiterate the point, if you want to trust from others, be willing to extend it first.

 

Stephen's last point centered on the concept of behavior's role in trust.  To illustrate, he told a story about his son who had just earned his driver's license, and subsequently, the privilege to drive.  The Covey's provided a rule set for their son--always wear your seat belt, no excessive speed, etc.  A couple of weeks later Stephen's son was charged with speeding--82 in a 25!  Upon subsequently going to court Stephen's son was fined over $500 but his license was not suspended.  The Covey's made him pay the fine out of his summer savings and also suspended him from driving until he had earned their trust back.  Months later he said he was ready to drive again after which the Coveys agreed and again shared the rules.  The son said "I got it" and went on to become a model driver as witnessed by the son's friends, parents and the Coveys themselves.  Stephen's point here is that when adverse behavior causes the loss of trust, only the demonstration of positive behavior--not words--earn trust back.

 

Stephen's talk reinforced the importance of trust in relationships, and though I have read most all of his works, Smart Trust and The Speed of Trust are now on my must-read list!

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Pierre Galeon's curator insight, October 5, 2014 11:17 AM

Trust again!!??? 

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The Future Of Work And The Role Of Leadership

The Future Of Work And The Role Of Leadership | Strategy and Leadership | Scoop.it
Find out how leadership can be a part of the human potential movement and increase productivity in the future of work.
Chad Manske's insight:

Very short read to remind us (older leaders) that we must adapt to the following styles of today's men and women entering the work force and lead accordingly.

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Sharon Sands's curator insight, September 27, 2014 6:46 AM

Writing a paper on this, good find. 

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6 Key Tips for Leading by Example

6 Key Tips for Leading by Example | Strategy and Leadership | Scoop.it
Become a powerful workplace influence by effectively modeling top-notch behavior. Don't have all the skills yet? Fill in the gaps.
Chad Manske's insight:

A good piece on leading effectively and by example.

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Why The Best Leaders Are Self-Aware

Why The Best Leaders Are Self-Aware | Strategy and Leadership | Scoop.it
A new book, "Leading With Intention: Every Moment Is a Choice," by Mindy Hall, focuses on the importance of self-awareness in business leadership. "Watch yourself in the moment," the author writes. "How would you experience your actions if you were on the receiving end?"
Chad Manske's insight:

An outstanding offering on a topic that, arguably, isn't discussed much.  When I went into wing command I was fully intentional with how I wanted to lead and conduct engagements.  Some of that comes from prior experience and some of it comes from noticing yourself, which is discussed in this article.  Being self aware is highly underrated!  Self reflection on what is working and what isn't is a key to being an intentional leader.

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The Trouble With Hiring for 'Critical Thinking' Skills

Most employers agree: they want job candidates with critical thinking skills. The problem? Everyone seems to define the term differently.
Chad Manske's insight:

Good reminder that not all critical thinking skills are created equally.  When an employer hires on this ideal, it's important to note that critical thinking in general is honed by experience and education, with the former helping inform the specific industry in question.

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5 Ways Elite Teams MUST Be Led

5 Ways Elite Teams MUST Be Led | Strategy and Leadership | Scoop.it
We expect to lead and be led. In the absence of orders I will take charge, lead my teammates and accomplish the mission. I lead by example in all situations. - Navy SEAL Creed
Chad Manske's insight:

Written by a former Navy SEAL, this piece takes a militarily matter-of-fact approach to leading teams.  Sometimes, though, it's not as easy as he notes. 

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21st Century Secrets Of Leadership Gravitas

21st Century Secrets Of Leadership Gravitas | Strategy and Leadership | Scoop.it
There are now two rooms in the 21st century. How does a leader own the room when the room is virtual and the audience can be global?
Chad Manske's insight:

Definitely a Leadership 201 or 301 piece here.  Gravitas takes experienced leadership to develop over repeated occurrences.

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Leadership Matters: Never Too Many Leaders

Leadership Matters: Never Too Many Leaders | Strategy and Leadership | Scoop.it
No one is immune to the need for leadership. There are already too many followers in our world, and the oft-quoted idea that only 1 percent of the population leads the many is actually true. This is not an effective, humane or sustainable paradigm f...
Chad Manske's insight:

This piece should pump you up and motivate you if you're in a leadership lull.

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How Successful People Handle Toxic People

How Successful People Handle Toxic People | Strategy and Leadership | Scoop.it
Toxic people defy logic. They create unnecessary complexity, strife, and worst of all, stress.
Chad Manske's insight:

This can be a very topic for many...I would say the majority of you have experienced this in your careers/professions.  In any event, some really good coping strategies here for you.  As one of my old bosses used to say, "like water off a duck's back..."

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5 Qualities To Look For In A Mentor

5 Qualities To Look For In A Mentor | Strategy and Leadership | Scoop.it
It can be wonderful to have a mentor - or not so wonderful. Here's what makes the difference...
Chad Manske's insight:

Always an intriguing concept, mentorship is thrown around a lot, yet is elusive to those who really want to enter into either side of this kind of relationship.  I am always humbled by those who seek me out for coffee or lunch on a regular basis to talk about their futures.  However, I seem to get more out of the opportunity than those being mentored as I have to step up my game and live up to why someone wants to see me in the first place.  These one-on-one mentoring opportunities are to be cherished, and as leaders we should be seeking mentors 'up' as well as availing ourselves 'down.'  Don't forget the value of other mentoring relationships you have--those with different sets of work colleagues, or others, perhaps as volunteer work you may enter into.

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Boss, It’s Just Not Your Job

Boss, It’s Just Not Your Job | Strategy and Leadership | Scoop.it
Thinking for your employees is not your job. Facilitating their empowerment is. Creating a culture of personal leadership is. Sometimes I hear this from ma
Chad Manske's insight:

Creating lasting and meanigful change, and getting the buy-in you as a leader desires requires rolling your own sleeves up and taking part in showing them the way ahead while helping teach the way ahead.  Your actions and buy in communicate more than a directive approach ever will.

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9 Ways Amazing Leaders Demonstrate Real Authenticity

9 Ways Amazing Leaders Demonstrate Real Authenticity | Strategy and Leadership | Scoop.it
People respond to leaders who are authentic and genuine. Be authentic and genuine every day of the week.
Chad Manske's insight:

Great piece with reminders on how to demonstrate authenticity, and mean it!

 

1. They know who they are

2. They have high emotional intelligence

3. They know how to manage fear

4. They dream of a brighter future

5. They genuinely express themselves

6. They do not strive for perfection

7. They love and accept who they are

8. They always ask for second opinions

9. They leave their mark

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Five Habits of Highly Annoying Leaders

Five Habits of Highly Annoying Leaders | Strategy and Leadership | Scoop.it
What is the role of a leader in creating a psychologically healthy and productive workplace? More specifically, what are the things a leader has to stop doing to help teams accomplish their goals?
Chad Manske's insight:

Imagine you are part of a highly functioning group of individuals on a team, yet your senior leaders are just a bit off from facilitating what could result in productivity exceeding the sum of the team.  Many of us have been there, so the purpose of this piece is to identify those bad behaviors and how to avoid them so that the team can continue with some modicum of success and effectiveness.

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How Perfectionism Can Hold You Back

When you're trying to get ahead, the drive for perfection can be your worst enemy. The person who never makes a mistake always ends up taking orders from one who does. Here's why.
Chad Manske's insight:

Perfect...definitely the enemy of good enough.  If you suffer from this debilitating leadership condition you can be cured!  The more expereinced a leader you are, the more you learn that '80% solutions' and 'vector checks' are a better way to lead and iterate solutions to your work challenges.

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The Values of “Insightfully Aware” Leaders

The Values of “Insightfully Aware” Leaders | Strategy and Leadership | Scoop.it
Values are the principles and standards that motivate us in life. They are our basic convictions; our belief that tells us what is right, good, or...
Chad Manske's insight:

Last week I mentioned the idea of the self-aware leader with an article of the same subject.  This piece reflects more of the values of the self aware leader, including what I would call the moral compass of knowing right from wrong and acting/leading accordingly.

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Credibility Is the Foundation Of Leadership

Credibility Is the Foundation Of Leadership | Strategy and Leadership | Scoop.it
Jim Kouzes and Barry Posner share 6 measures to build leadership credibility as part of series celebrating Tanveer Naseer's 1st book “Leadership Vertigo”.
Chad Manske's insight:

Good piece on credibility making a difference in leadership.  My opinion: it's a mixed bag.  As far as the military profession goes, I believe that credibility is essential in the junior ranks--nothing can substitute for technical expertise, however, for the senior ranks, generally speaking, you have made it that far because of a refined decision-making skill set, which is a valuable commodity! 

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