The world is in desperate need for a new kind of leadership. The type of leadership we’ve seen the last several decades has produced record low levels of trust and engagement in the workforce, so clearly what we’ve been doing isn’t working. We need a leadership philosophy grounded in the knowledge and belief that the most successful leaders and organizations are those that place an emphasis on leading with trust.
Leadership and management are very different skills. Yet most of the time, we expect corporate executives to wow us with their detail-oriented approach to management and then suddenly metamorphose into visionary leaders the moment they’re promoted.
It doesn’t usually work out, says Annmarie Neal, the author of the forthcoming Leading from the Edge (ASTD Press, 2013).
“A leader is somebody who sees opportunity and puts change in motion. A manager is somebody who follows that leader and sees how to structure things to create value for the company,” she says. “I’ve found that the best leaders weren’t really good managers. Yes, they understood the discipline, but they weren’t the best accountant, or the best technical person, or the best brand manager. They can do it, but they have a way of [thinking about the issues] at another level.”
Leadership is no longer defined by years spent in the industry, seniority with the company or the number of gray hairs on our heads. Innovation and social strategies play an increasing role in who wins – and who gets left behind. Often by necessity, leadership is getting younger, stronger and more diverse
Effective leadership means that your vision, mission, and shared goals are clear for everyone involved. There is no room for inaccuracies, vagueness or ambiguity because these missteps only end up yielding lost time and poor results. This all boils down to being an effective communicator.
Nu het Angelsaksische model onder vuur ligt, komt een ander model in beeld: het Rijnlandse. Maar wat is dat eigenlijk? En is het echt zoveel beter dan het Angelsaksische? Had het Rijnlandse Model bijvoorbeeld de crisis kunnen voorkomen? Het Rijnlandse Model in 7 vragen.
I talk to people about leadership and becoming a leader. Some of them wish they were more effective at being a leader, some wish other people were more comfortable with their leadership, and some are not certain that they even want to be a leader. All of them have questions, and many of their questions grow out of a common concern.
Each of them, in one way or another, doubt that they can be a leader. They often ask me whether I believe that anyone, and everyone, can be a leader.
Well, are you? The short answer, especially if you’re a leader or even just someone in a leadership position, is yes.
Your people watch you. No one is born with an innate knowledge of what it takes to succeed so they must learn it. They learn some of it by listening, some by reading, but mostly they learn from watching. If you are their leader or the person who is above them in a leadership position then it’s you they are watching.
We see it all around us, yet inside of our organizations, we seem to ignore or forget the lessons.
Look to the web. The highest traffic site on earth is Google, run by an ever growing company that, in many ways, seems to have their act together, if you read most of the business press. Yet number six on the list of highest trafficked websites is Wikipedia – a site where the content is created not by paid staffers, but by engaged volunteers who, supported (very) loosely by a paid staff, want to contribute and do so anonymously.
When we think of leaders we want them to be extraordinary, smart, innovative, peak performers, charismatic, invincible. And often they are, however they are real people too; they hurt, they bleed, they cry, they laugh, they live, and they die.
Uit de Social Media Enquête TalentManagement van 2012 blijkt dat nog geen vijftig procent van de werknemers van mening is dat de huidige baan de ruimte geeft om invloed uit te oefenen op beslissingen die het werk beïnvloeden.
Businesses with happy workers perform better in the long run than businesses with unhappy workers, wellbeing researcher Nic Marks told the Happiness and its Causes conference in Melbourne yesterday, citing various studies to prove his case.
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