Photo by Andrew Nguyen Followers receive very little fanfare. In a culture obsessed with leaders, we think of follower’s role as submitting, taking direction, and dutifully executing the leader’s will.
But if you’re already busy, feeding this appetite can feel like one more task on your list. So what should you do?
I put this question to several business leaders recently, and the short answer was this: get over it.
"Every manager should be giving feedback to everybody," says Bernard Tyson, CEO of Kaiser Permanente. "They shouldn’t have to ask. It’s how you let someone know if he’s hitting the mark and what to do to become more effective." The Millennial appetite is a huge opportunity for business. "Millennials are after feedback because they’re trying to get better at what they’re interested in doing."
Body language affects how others see us, but it may also change how we see ourselves. Social psychologist Amy Cuddy shows how "power posing" -- standing in a posture of confidence, even when we don't feel confident -- can affect testosterone and cortisol levels in the brain, and might even have an impact on our chances for success."
The Power Lens is one way that distorts how we see and understand one another. Your perceiver is wearing it whenever he or she with has relatively more power than you do. And this lens has a straight-forward agenda: prove yourself useful to me, or get out of my way.
There are qualities and skills that we use to help ensure people will listen and be influenced to take action based on our words as well as skills that, when used, encourage people to open up to them and share more readily.
The human brain likes to minimize effort, says psychologist Heidi Grant Halvorson – and unfortunately, that often means other people aren’t making much of an effort to understand you. As humans, “we want to spend as much effort and energy trying to understand something as we have to, but not [...]
In today’s marketplace, where jobs and job categories are being destroyed and invented at an accelerating rate, I’d argue that the riskiest move one can make is to assume that your industry or job is secure.
Much has been written about how new CEOs - the “corporate saviours” – influence the early stages of leading strategic change, but the reality is deep-rooted change frequently fails as a result of subsequent implementation problems across the organisation.
Extremes of every kind of attention are a problem. It’s important to find a balance between too narrow a focus, and attention that's too widely dispersed. Attention too far in either direction can throw you off your game.Many consider flow to be an ideal state. That’s when your concentration is utterly absorbed – and you're most likely being challenged. You’re better able to tune out your mental chatter because you’re fully engrossed in a task. That can feel great since you’re not only being pro
That means bravery sometimes an extraordinary level of bravery--is required in business and entrepreneurship. Like taking a chance when others will not. Or following your vision no matter where it leads. Or standing up for what you believe in even though those beliefs are extremely unpopular.
Or simply doing the right thing, even though the right thing is definitely the hardest thing.
(Think of courage that way and you may be surprised by just how brave you really are.)
Here are ways otherwise ordinary people display extraordinary courage:
A mid-career crisis can happen to anyone. It can hit even those who objectively have the most fulfilling jobs. When it does, it inflicts pain on the individual suffering it and causes productivity losses for employers. Yet, the phenomenon remains stigmatized and under-researched, leaving crucial questions unanswered. What are the causes? Why does this malaise seem to strike in mid-life? And how can those who are stuck in its grips shake themselves loose?
mist is a friendI am aliento expectationsabsent from definitions— W. S. Merwin, Fox FireMulta novit vulpes, verum echinus unum magnum / The fox knows many things, but the hedgehog one big thing.— Desiderius Erasmus, Adages I V 18But we are still part of Earth’s fauna and flora, bound to it by emotion, physiology, and, not least, deep history. It is folly to think of this planet as a way station to a better world.— Edward O. Wilson, The Meaning of Human ExistenceThe freest human being is not one
Josie Gibson's insight:
Wonderful post by Richard Martin on expertise vs leading in complexity.
Let’s take a break from tech and talent analytics and think about bosses. Good bosses make the news: consider Dan Price, the CEO in Seattle who was so moved by a study on happiness that he took an enormous salary pay cut to raise his employees pay to a live-able [...]
Last year, just before Christmas, the Pope addressed the leaders of the Roman Curia — the Cardinals and other officials who are charged with running the church’s byzantine network of administrative bodies. The Pope’s message to his colleagues was blunt. Leaders are susceptible to an array of debilitating maladies, including arrogance, intolerance, myopia, and pettiness. When those diseases go untreated, the organization itself is enfeebled. To have a healthy church, we need healthy leaders.
It’s only natural to seek certainty, especially in the face of the unknown. Long ago, shamans performed intricate dances to summon rain. It didn’t matter that any success they enjoyed was random, as long as the tribe felt that its water supply was in capable hands. Nowadays, late nights of number crunching, feasts of modeling, and the familiar rituals of presentations have replaced the rain dances of old. But often, the odds of generating reliable insights are not much better.
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