New leaders don’t spend nearly enough time and effort being intentional about how they show up and how they spend their own time. The effort they devote to forming meaningful connections with the people in the organization is almost an afterthought.
We must lead the shift to a way that maximizes opportunities for investigation, problem solving, and collaboration while maintaining assurance that each child is gaining knowledge, and is able to apply it both alone and with others.
These findings also cement the truth of why the command-and-control style of leadership is no longer effective given how we can’t lean on our positional authority to assume our perspective and memories are correct [Share on Twitter].
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Three lessons I learned about authenticity from failing at it.
Amy Melendez's insight:
Looking forward to reading this book!
"Three Lessons Learned About Authenticity
Authenticity takes courage – Choosing to practice authenticity is not one grand act of courage. It is a moment by moment choice we make. ...
Trust is personal and we have to get personal in the workplace - In our corporate environments, it doesn’t seem very professional to get personal. What we ignore is that we are all human beings and our personal distrust and eroded relationships with one another gets in the way of our engagement and real business results. ...
Authenticity is a personal choice - It was easy for my peers and I to walk out that day blaming our boss for not creating the kind of safe environment that opens up courageous dialogue that creates trust. We let ourselves off the hook. There is a lot of truth in the power a leader has to set the tone for an organization’s culture through their actions. And, there is incredible power we have as individuals on a team to choose to take a small step toward authenticity, toward courage, and toward making a personal connection. They don’t have to be giant leaps, just small steps.
We are in the midst of a paradigm shift that, at times, can be disconcerting. But if we embrace the new worldview that science gives us, we stand to be far more effective managers. The place to start is with an understanding of three fundamental discoveries about how the brain works.
What is the culture of an organization? How do we create a culture of excellence within our own company or organization?
First, let’s define our terms. Merriam-Webster defines Culture as: A way of thinking, behaving, or working that exists in a place or organization (such as a business). The set of shared attitudes, values, goals, and practices that characterizes an institution or organization.
For those of us who don’t wear four stars or run multi-billion dollar businesses, moral courage gives us the ability to act rightly in a world that is in itself, not right. It is what enables us to persist against frustration, take responsibility for our actions, act humanely in the midst of inhumanity, and perhaps above all else, refuse to compromise our values despite the very real threat of experiencing personal or professional insult, injury, or loss.
Conviction, commitment, credibility—the three pillars of morally courageous leadership. They reflect a way of thinking and being that compels others to lead a life of integrity, purpose, and meaning. They serve as tangible reminders that we are not here to merely make a living but rather, to make a positive difference.
Here’s a fundamental question: How do you get people to work? Answering fundamentally, you form a contract with them consisting of a set amount of compensation and benefits in return for an equally set amount of work.
Less fundamental and more important (or at least more interesting) is this question – How do you get people to work harder on what matters most to you?
Leadership is not just a title; and a leadership title, does not necessarily make someone a leader. There are many unsung people in every organisation who exerc(...)
Amy Melendez's insight:
From the article:
The focus of any organisation is to fulfill the vision that has been set. The role of the leader is to see that it happens. When the leader forgets about the cause to focus on the position then it is like a ship out of control heading for danger.
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