Very insightful ... of course step one is understanding what you, as a leader, believe and value ... and then understanding how your actions and words support these values (and your brand) ... and what you might be doing or saying that detracts from them.
Sounds perspective. Leaders understand long term vision of the organization and focus on what's important over the long term. Over the long term, a leader can invest and build trust, capacity, and momentum towards that vision and unleash the talent and ideas of your people ... whereas sprinting will only get you around the first lap.
Sylvia Ann Hewlett: Find A Sponsor Instead Of A Mentor Forbes I recently had the honor of speaking to Sylvia Ann Hewlett, who is the author of many books including her latest Forget a Mentor, Find a Sponsor.
Don Cloud's insight:
Interesting insight from two perspectives. Sponsors who help create opportunities for your leadership ladder ... and your returning the favor by being a mentor and sponsor to others.
Are you growing your replacement, just as others are growing you to replace them?
A tip for any leader who has accepted a new leadership position. On day one, pretend that you are your boss and fire yourself. Then ask yourself, what do I need to do to earn this leadership position back ... from the perspective of both your people and your boss. Chances are, that's what you should be doing as a leader anyway.
Interesting thoughts about being a "connected leader" ... I'd take it a step further.
Great leaders are more than just "connected" ... they have established bonds which permeate everything the leader, the employees, the organization, and the customers do. These bonds are the sinew that hold the organization together -- but more importantly, drive the organization forward. These bonds do work, and are more than just a root system (as referenced in the analogy in this article).
Put more simply, connections that don't accomplish anything are not that useful ... but bonds that create purpose AND actions are extremely powerful forces to be reckoned with.
If you prefer to lead by doing rather than saying and you tend to listen more than you speak, you'll love this article about leadership tips for introverts (RT @pdiscoveryuk: 5 Simple and Effective Leadership Tips for Introverts
At the heart of resistence to change is fear of the unknown and simultaneously, a difficult time believing in something that is unknown ... that is the change itself.
A leader's challenge is to guide the organization through this discovery process, to make everyone a part of making the changes. Easier said than done ... but these 5 steps are helpful in thinking about how to mobilize folks to become the engine of change.
During our time in the training and development industry we’ve observed two common — and very different — approaches. On the one hand are leaders we call “drivers”; on the other, those we call “enhancers.”
Leaders provide their people with what they need to succeed ... not what they want. Sometimes, what folks need is inspiriation, motivation, and support. Other times, certain individuals need a kick in the rear. A true leader understands the difference ... understands what each individual AND what the team as a whole needs ... and provides that. Like has nothing to do with it.
Something else to consider: If a leader wants their people to succeed but is never tough and honest with someone who has issues that need improvement ... is that person setting their subordinate up for success (to learn) or failure (to get blindsided). How will that person grow if the leader that they trust can't be trusted to provide honest, tough feedback. And this even means that sometimes what an individual requires to be successful is to no longer be part of the team/group/organization. Leaders make the tough calls.
The mentors I respect the most told me what I needed to hear and what I needed to do to improve. Strong leaders who grow other strong leaders always provide their subordinates what they need.
Be honest ... how many of these bad habits are you guilty of?
For me ... I'm doing much better at not doing 4 of these, but I still got a lot of work to do on the other 3 -- but these positive changes are the result of hard-fought changes over time (I used to be guilty of all 7).
Looking in the mirror, how can you turn some of these same issues around and into opportunities for growth? It won't be easy, but it will be worth it.
Final thought: As a mentor, it's important to be mindful of these very same factors manifesting in the leaders you are trying to cultivate ... in order to help them find a better and more sustainable path to success and happiness.
What all those definitions of resilience have in common is the idea of a positive response to failure or adversity. Grit is related because part of what it means to be gritty is to be resilient in the face of failure or adversity. But that's not the only trait you need to be gritty.
5 Ways to Be a Badass Leader, James Bond Style Entrepreneur Thanks to the James Bond franchise, we've all daydreamed about what it might be like to be an international man or woman of mystery. The suits.
Don Cloud's insight:
Something a little different ... but hidden in the humor, some good leadership insights from a fun yet flawed fictional hero.
Thanks for sharing ... I particular like the part on creating the ladder for others.
Patricia ... in answer to one of your questions ... as a leader, you can have a profound influence on reducing email. Here's some simple rules:
1) Don't respond to emails someone else in the organization can (and should) be answering at their level. Respond to the ones that truly require your action, decision, or response.
2) Don't email off-hours ... set the conditions where if something requires your attention, then someone needs to call you.
Have had a lot of luck using these ... emails end up routed where they should go anyways (direct to the decision makers empowered to act upon them at the appropriate level) -- and it forces important discussions to be discussions (that is actual talking).
You've probably heard of the Pareto Principle: 80% of consequences stem from 20% of causes. When it comes to networking and meeting people though, the same ratio can help you nurture existing relationships, and create new ones.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
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Creating engaging newsletters with your curated content is really easy.