You know you made a mistake. It's just a matter of time before someone finds out. What do you do now? I have often watched leaders struggle to recover from a mistake made that probably didn't have to be as personally or ...
While there are many models of leadership, we inevitably return time and again to those with emotional intelligence at the core when working with groups and individuals who wish to inspire and motivate others.
The work of James Kouzes and Barry Posner in this area is a very good place to begin.
Both highly regarded academics, it is the basis in research that makes the work of Kouzes & Posner, outlined in their book The Leadership Challenge, so well respected. Over the past thirty years the co-authors have carried out surveys and interviews with over 60,000 leaders from every industry and background and identified five practices that outstanding leaders use consistently when dealing with others.
How do others experience you as a leader? According to psychologist Kathryn Cramer, every leader has a “signature presence,” a set of leadership assets that are as unique as your handwritten signature.
BBC News Are executive sleepovers the best way for staff to bond? BBC News Gallup's most recent study of employee engagement in the US workplace found an alarming 70% of those surveyed either hated their jobs or were completely disengaged.
The Real Cure for Employee Engagement May Surprise You Huffington Post Employee engagement may seem like a huge mystery, but the cure actually lies in the little things you do that accumulate to larger results.
Early in my career, I embarked on a soul-searching exercise to help me define who I wanted to be, what I was willing to pin my reputation on and what skills I needed to develop to be true to my vision and succeed.
After reading Steven’s Snyder’s new book, Leadership and the Art of Struggle, I wanted to know more about his theory of positive and destructive tension. So we connected to talk about vision, experiences, maps and tension.
My key take away: The right pressures in the right combinations create positive Flow.
Steven describes several sources of tension which he maps into quadrants. We experience “tensions of tradition” when we work to challenge and disrupt our team’s patterns. We may feel the “tensions of aspiration” when we have conflicting visions or goals for the future. These can be good, or the source of deep struggle.
I asked Steve to share more… just how can those tight shoulders lead to “flow”? What would I want my map to look like?
“Maps which show moderate to moderate-high levels of aspirational tension, lower levels of Tradition Tension and very low levels of Relationship or Identity Tension are which i would call “Flow”. Tension maps which show low levels of all tensions are not producing enough tension to motivate high levels of achievement.
With respect to higher levels of tension. This is a struggle. There is not an “ideal” type of struggle. everyone struggles differently. The point is that the tension map can tell you what to do about it.”
Make Your Own Map
If you’re curious as to how this all works, you can get in on a free pilot of Steve’s online assessment, Adaptive Leader Profile. You go online, answer some questions about yourself and your situation, and he will send you back a free map and interpretation. The only caveat is that you need to wait until he get’s enough data to ensure validity (hey, it’s a pilot).
I took it, and am looking forward to the report. Like you, I’ve got plenty of pressure worth mapping.
For great synopsis and overviews of Snyder’s book checkout these posts by Jon Mertz or Bill George. Or download a free chapter.