Since my life's work has always focused on self-awareness and well being, I have made those two attributes the criterion for people I want to work with. In my course, The Soul of Leadership, I advise (A positive psychology approach to hiring.
Great article ... thanks for sharing. And I'll piggyback that a leaders purpose is to create this condition/environment: "the real magic of an organization is realized when employees are able to utilize their top strengths and talents the majority of the time."
Thanks for sharing! Leaders can only empower if you give others decision-making authority and responsibility (you have to give both). Pushing decisions down to the lowest level that is required for making that decision is crucial to productivity and motivation.
A good question to ask is, "am I the only one that must make this particular decision?" If the answer is no, then your job is to move that decision to the right person/people in the organization. If the answer is yes, then that's a decision you should focus on.
One last insight, it is not uncommon for people with problems to want to raise those problems up to a higher level for solution -- thereby passing their problem to you. Don't fall for it, and don't deny your people the opportunity to grow by having to solve tough problems on their own -- that's how you enable them to grow as leaders. These are opportunities to push those problems and decisions back down -- the decision gets made at the right level ... your people learn and grow ... and the organization moves forward. (PS Sometimes folks make mistakes with those decisions ... but let them learn from those mistakes by making them fix it on their own ... don't be tempted to pull the decision back to your level).
Drink Up: 10 Leadership Lessons From the CEO of Anheuser-Busch InBev Entrepreneur Brito, who oversaw the 2008 mega merger of Brazilian brewing company InBev and American beer giant Anheuser-Busch, knows a thing or two about being a leader,...
Truly innovative, successful individuals get to where they are not by selling a product, but by selling what they believe. What drives their success is the ability to inspire, and at the core -- it is emotional IQ.
There's a time and a place to use mobile devices -- but that time and place is NOT in meetings nor requiring everyone to be tied/responding to their electonic devices all day. You CANNOT lead by email/text ... so what environment have you set if everyone is tied to their electronic leash all day ... and after work.
Some easy tips to consider ... these worked for my organization on many occasions ... and they promoted much richer human (vice electronic) interactions:
1) Ban electronic devices from meetings--period. This does 2 things: a) everyone is focused on the meeting so it's more productive, and b) everyone has to actually prepare for this meeting so it's more productive [they cannot rely on their device]. From my experience, my meetings got shorter but more content rich and decision focused.
2) As a leader, purposefully minimize email usage to only that which is necessary ... that means send and respond to far less emails. If you are the one sending emails, then you are the one generating email churn that your folks feel they must respond to.
a) After work, check your email once when you get home and then once right before bed. If there's an "emergency" which requires your attention, let you people know to CALL you. If it's that important, it's worth the phone call. This will filter out a lot of the chaff, not just for you but for your folks. It also empowers their decision making and problem solving.
b) Use your mobile device to monitor email ... I tried to limit it to looking for messages from my boss or my boss' boss. These may require your attention. Besides that, everything else is informational. Remember, if something important comes up after hours, your folks should call.
Finally ... just a sanity check ... does anyone think it's possible to build trust and relationship by electronic transactions? Most would say no -- and if this is the case, then why would leaders hinder themselves by inserting mobile devices between yourself and your people?
Patricia, thanks for sharing -- I like this a lot.
That said, I would offer that the wrong words are highlighted/bolded.
Specifically, the word "bond" is not highlighted/bolded -- and it should be ... when it comes to leadership, it's the most important factor.
Powerful bonds distinguish the link between great leaders and their people from good leaders who have a mere relationship with them. Bonds distinguish strong leaders who are committed and "all in" versus average leaders who are merely involved. Bonds between leaders and followers will energize people to act on their own for the greater purpose ... the "why" of the group. These bonds are the sinew between leader, followers, and greater purpose that combine in a way that the whole is much greater than the sum of its parts -- that are planted, nurtured, grown, and developed -- that transform a mere collection of people into a living organism that we call an organization.
Just sharing a thought that struck me as I pondered the profound meaning of this slide. Thanks again!
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