21st Century Leadership
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Leaders: Expand your strengths-based leadership zone

Leaders: Expand your strengths-based leadership zone | 21st Century Leadership | Scoop.it
I love the strengths-based leadership approach. It challenges us to know what our natural gifts are and build on them. But if we’re not careful it can make us blind to our opportunities to improve.

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21st Century Leadership
Leadership and Encouragement for the 21st Century
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Rescooped by Roy Sheneman, PhD from Executive Coaching Growth
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A New Frontier for Executive Coaching

A New Frontier for Executive Coaching | 21st Century Leadership | Scoop.it

Chaotic, largely unexplored, and fraught with risk, yet immensely promising” is a description of the coaching industry from “The Wild West of Executive Coaching,” a 2004 ground-breaking article in Harvard Business Review by the president and CEO of the Executive Coaching Network, Alyssa Freas, and U.S. top 50 coach Stratford Sherman.
Flash forward more than a decade later. Are we still in the midst of a coaching rodeo? Has the field continued to gallop ahead but in many directions?
The answer is complicated. It is true that the executive coaching industry still comes with its share of fuzzy evaluation metrics, a lack of standard qualifications and uneven execution, but in many ways, the field has also evolved — and in unexpected ways.
Here I examine the areas in which the executive coaching industry has properly evolved — as well as the areas where there is still room for improvement.


Via David Hain, Ron McIntyre
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David Hain's curator insight, January 16, 7:06 AM

Interesting viewpoint on the state of executive coaching. Well on the way, but with a fair distance to go on both supply and demand side.

Ron McIntyre's curator insight, January 16, 9:10 PM

What do you think.  Are you willing to introduce it to your leadership?

Rescooped by Roy Sheneman, PhD from Leadership Lite
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70 Great Coaching Questions for Managers Using the Grow Model

70 Great Coaching Questions for Managers Using the Grow Model | 21st Century Leadership | Scoop.it
This article provides managers with 70 awesome coaching questions to use within the GROW coaching model.

Via Ariana Amorim, Kevin Watson
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Rescooped by Roy Sheneman, PhD from Good News For A Change
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Managing Yourself: Turn the Job You Have into the Job You Want

Managing Yourself: Turn the Job You Have into the Job You Want | 21st Century Leadership | Scoop.it
A 30-year-old midlevel manager—let’s call her Fatima—is struggling at work, but you wouldn’t know it from outward appearances. A star member of her team in the marketing division of a large multinational foods company, Fatima consistently hits her benchmarks and goals. She invests long hours and has built relationships with colleagues that she deeply values. […]

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Rescooped by Roy Sheneman, PhD from Strategies for Managing Your Business
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Nine Attitudes of Emotionally Intelligent Leaders - People Development

Nine Attitudes of Emotionally Intelligent Leaders - People Development | 21st Century Leadership | Scoop.it
Emotionally intelligent leaders adopt certain attitudes to individuals within their team. This article describes how these attitudes show up in behaviours

Via The People Development Network, Trumans
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Rescooped by Roy Sheneman, PhD from All About Coaching
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5 Behaviors That Can Make You More Successful At Work

5 Behaviors That Can Make You More Successful At Work | 21st Century Leadership | Scoop.it
Whether you’re trying to figure out how to find success for yourself, or searching for ways to help employees become the best versions of themselves, there are a billion places you can look for insight. However, research shows there are five things anyone can do. And, you can start today.

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Rescooped by Roy Sheneman, PhD from Toxic Leadership
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Here's Why Ineffective Bosses Are So Hard to Fire, According to Warren Buffett

Here's Why Ineffective Bosses Are So Hard to Fire, According to Warren Buffett | 21st Century Leadership | Scoop.it
Did you ever wonder why some bosses who are beyond terrible stay in their position way too long and good employees don't? Here's why.

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george_reed's curator insight, January 9, 5:44 PM
Effectiveness can be in the eye of the beholder. If a boss meets their performance metrics but makes subordinates miserable, is that okay?
 
Rescooped by Roy Sheneman, PhD from Strategies for Managing Your Business
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The Results of Google’s Team-Effectiveness Research Will Make You Rethink How You Build Teams

The Results of Google’s Team-Effectiveness Research Will Make You Rethink How You Build Teams | 21st Century Leadership | Scoop.it

It’s no surprise that Google, now part of Alphabet, loves data, and the company’s execs frequently share the revelations they find, such as their insights on mobile web use. But some of us would be surprised to discover that this unicorn company often turns its eye inward, analyzing information about its people to help improve its operations.

 

A group of employees from Google’s People Operations section, the equivalent of an HR department, decided to complete an analysis to answer one question: What makes a Google team effective?

 

Here’s a look at their approach and the startling revelations they had along the way.


Via The Learning Factor, Trumans
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The Learning Factor's curator insight, January 7, 4:57 PM

It’s no surprise that Google, now part of Alphabet, loves data, and the company’s execs frequently share the revelations they find, such as their insights on mobile web use. But some of us would be…

Jekabs borziys's curator insight, January 8, 10:27 AM
Privātie investori no Cityfinanceshttps://www.cityfinances.lv/privatie-investori/
Tom Wojick's curator insight, January 9, 2:31 PM

Google's Five Dynamics of team effectiveness are applicable to creating effective safety cultures as well. Dynamic 1 - psychological safety is of particular importance because so often employees fear speaking up about safety concerns. 

Rescooped by Roy Sheneman, PhD from Leadership Development for a Globalized Era
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The Myth of Multitasking: Why Fewer Priorities Leads to Better Work

The Myth of Multitasking: Why Fewer Priorities Leads to Better Work | 21st Century Leadership | Scoop.it

"Yes, we are capable of doing two things at the same time. It is possible, for example, to watch TV while cooking dinner or to answer an email while talking on the phone", writes James Clear

 

"What is impossible, however, is concentrating on two tasks at once. Multitasking forces your brain to switch back and forth very quickly from one task to another.

 

This wouldn't be a big deal if the human brain could transition seamlessly from one job to the next, but it can't. Multitasking forces you to pay a mental price each time you interrupt one task and jump to another. In psychology terms, this mental price is called the switching cost."


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Matthew Farmer's curator insight, January 9, 2:30 AM

With so much information all around us, the temptation to try to multi-task is very high but as this article and many others tell us is that we can't really multi-task. We can process things in serial or switch attention between two things happening at once but if the the cognitive attention required for either task is significant for either task we cannot effectively do them at the same time.

 

 

The pressure to try to multitask is high given the information overload but the reality is that we need to ensure that we don't experience a 'filter failure' and are able to prioritise and focus.

Steve Bax's curator insight, January 10, 5:35 AM
Food for thought!
Rescooped by Roy Sheneman, PhD from Positive futures
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The psychology of change management | McKinsey

The psychology of change management | McKinsey | 21st Century Leadership | Scoop.it
Although breakthroughs have been made in explaining why people think and behave as they do, these insights have in general been applied to business only piecemeal and haven’t had a widespread effect. Recently, however, several companies have found that linking all of the major discoveries together in programs to improve performance has brought about startling changes in the behavior of employees—changes rooted in new mind-sets. Performance-improvement programs that apply all of these ideas in combination can be just as chaotic and hard to lead as those that don’t. But they have a stronger chance of effecting long-term changes in business practice and thus of sustaining better outcomes.

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David Hain's curator insight, January 8, 6:08 AM

Four timeless pillars that underpin behaviour change programmes.

Daniel Tremblay's curator insight, January 9, 11:47 AM
Quatre conditions pour mener une transformation culturelle:

1) Donner du "sens" au changement et y croire
2) Renforcer les comportements désirés
3) Développer les nouvelles compétences requises
4) Tous les niveaux de gestion doivent montrer l'exemple
Rescooped by Roy Sheneman, PhD from Coaching Leaders
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The three stages of leadership | London Business School

The three stages of leadership | London Business School | 21st Century Leadership | Scoop.it
How do we promote our leaders? How do we decide that a person is ready to take on a role with a brand new remit and unfamiliar responsibilities? We do it trusting that a person will succeed, based on often nothing more than a hunch. “But wait!” I hear you cry. “People are promoted based on their success in their current role. It’s how it works everywhere.” This is true. People are promoted to the next level based on their previous performance. But does this make sense?

Via David Hain
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David Hain's curator insight, January 8, 6:23 AM

Leadership transitions are notoriously difficult and often unsupported - hence, many failures and much potential lost. This insightful framework could help...

Ian Berry's curator insight, January 8, 11:18 PM
I think there are 3 more foundational stages that everything else flows from self-leadership, leading for others and leading for leaders
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The Agile Approach to S.M.A.R.T. Goals | Ariane Benefit, M.S.Ed

The Agile Approach to S.M.A.R.T. Goals | Ariane Benefit, M.S.Ed | 21st Century Leadership | Scoop.it

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Rescooped by Roy Sheneman, PhD from The Daily Leadership Scoop
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9 Simple Reminders That Will Make You a Better Leader

9 Simple Reminders That Will Make You a Better Leader | 21st Century Leadership | Scoop.it
Leadership can be hard, don't make it harder for yourself.

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george_reed's curator insight, January 4, 3:31 PM
I like this list. Toxic leaders do not do these things.
 
David Stapleton's curator insight, January 7, 3:30 PM
Leadership can be hard, don't make it harder for yourself.
Rescooped by Roy Sheneman, PhD from Emotional Wisdom
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How to Choose Goals That Make You Come Alive

How to Choose Goals That Make You Come Alive | 21st Century Leadership | Scoop.it
Research on the components of well-being can help us choose goals that we'll stick to.

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Tom Wojick's curator insight, January 5, 1:13 PM

Alive - isn't it the goal we all have? But what is being alive and how do we know when we are alive? I fear social media actually can make us more numb and dead than alive. If you find yourself waiting for your next text and like on facebook you may be numb and closer to being dead than to finding aliveness. This article has a few tips to help put us on the path to aliveness. 

David Stapleton's curator insight, January 7, 3:31 PM
Research on the components of well-being can help us choose goals that we'll stick to.
Rescooped by Roy Sheneman, PhD from Strategy and Leadership
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The Reading Habits Of Highly Successful People

The Reading Habits Of Highly Successful People | 21st Century Leadership | Scoop.it
The richest men in the world have one thing in common: it isn’t a high IQ, nor an incredible lucky streak, but their appreciation for reading.
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Chad Manske's curator insight, January 16, 10:38 PM
Some examples of the direct correlation between successful people and reading.
Rescooped by Roy Sheneman, PhD from MILE Leadership
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The Fallacy of Work/Life Balance - People Development Network

The Fallacy of Work/Life Balance - People Development Network | 21st Century Leadership | Scoop.it
Work/life balance is a big hoax. “Work” and “life” aren’t binary.  “Life” is much more complex than “non-work.” Yet, this meaningless phrase continues to be perpetuated causing stress and confusion.

Via The People Development Network
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Ian Berry's curator insight, January 15, 3:40 PM
Agree with premise Life/work harmony is desirable and possible http://blog.ianberry.biz/2010/01/lifework-balance-is-nonsense-lifework.html
Rescooped by Roy Sheneman, PhD from Emotional Wisdom
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How to Find Your Purpose in Life

How to Find Your Purpose in Life | 21st Century Leadership | Scoop.it
Are you struggling to discover your purpose? That may be because you feel isolated from other people. Here's how you can overcome that.

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Tom Wojick's curator insight, January 15, 10:54 AM

The air is filled with words of disparagement, judgement and even hate. It seems that the ideals, values, principles and purpose that our country purports to be and aspires to in it's documents, songs and pledges is being questioned and tested. What is our purpose? Is it noble or ignoble? The answer first lies in what is your purpose - is it noble or ignoble? It is in our hands if we bring light or darkness to the world. 

Rescooped by Roy Sheneman, PhD from Business Brainpower with the Human Touch
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This Study of 400,000 People Reveals the 1 Reason Employees Work Harder (and It's Not Pay or Benefits or Culture Decks)

This Study of 400,000 People Reveals the 1 Reason Employees Work Harder (and It's Not Pay or Benefits or Culture Decks) | 21st Century Leadership | Scoop.it

Forget slogans and posters. Forget mission statements. Forget culture decks. A survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than two times as likely to give extra effort at work -- and to plan for having a long-term future with their company.

 

But wait, there's more: When employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity.

 

The result? At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. For public companies, stock returns are almost three times the market average.


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Jerry Busone's curator insight, January 12, 8:17 AM

Great Study of 400k employees . So don't waste time on that culture deck ...Promote your best people... if teams matter promote the best team player... if productivity matters promote the best at that... the companies that do this have less turnover, more innovation and better engagement . Carrier Guidance big key. #ADPELEFY18 #offthebenchleadership  #Workhappy #hellowork

Cammie Dunaway's curator insight, January 12, 1:14 PM

Great insight "When employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity."

Carolyn Rowe's curator insight, January 15, 12:34 PM
For all for all who are looking for ammunition in the effort to get talented team members promoted.  
Rescooped by Roy Sheneman, PhD from All About Coaching
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70 Great Coaching Questions for Managers Using the Grow Model

70 Great Coaching Questions for Managers Using the Grow Model | 21st Century Leadership | Scoop.it
This article provides managers with 70 awesome coaching questions to use within the GROW coaching model.

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Rescooped by Roy Sheneman, PhD from Business Brainpower with the Human Touch
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4 Ways To Help Employees Find Meaning At Work

4 Ways To Help Employees Find Meaning At Work | 21st Century Leadership | Scoop.it

Here’s a grim stat: More than half of your staff is ready to leave the company, finds a recent Gallup poll. Vacancies impact the productivity and bottom line of your company, but a survey from Globoforce’s Work Human Research Institute uncovered a reason people stick around. When asked the question, “What makes you stay at your company?” the number-one answer, representing 32% of respondents, was, “My job–I find the work meaningful.”

 

“Having a personal sense of meaning in one’s work was even more important than compensation, which ranked as the third most important reason for staying,” says Eric Mosley, CEO of Globoforce, a talent engagement software provider.

 

The trick is that meaning means different things to different people, says Becky Frankiewicz, president of the staffing and talent management provider ManpowerGroup North America. “Our NextGen Work research found that Boomers value being appreciated and recognized, younger people look for purposeful work that contributes to society, while people of all generations desire work that allows them to improve their skills and balance work and home,” she says. “Taking the time to find out what motivates your people individually is the first step to helping them find meaning in what they do.”


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Jerry Busone's curator insight, January 10, 8:46 AM

“Take the time to find out what motivates your people individually will help them find meaning in what they do.” Talent is precious today ... hold on to talent .. redirect talent in areas where they can add value vs lose talent. ...

Jekabs borziys's curator insight, January 10, 10:29 AM
 
Jerry Busone's curator insight, January 12, 8:19 AM

Says it all From the article "

What makes you stay at your company?” the number-one answer, representing 32% of respondents, was, “My job–I find the work meaningful.” #workhappy #hellowork #adp

  

Rescooped by Roy Sheneman, PhD from Supports for Leadership
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Why You Shouldn't Always Suggest a Solution

Why You Shouldn't Always Suggest a Solution | 21st Century Leadership | Scoop.it

It's a natural reaction. Everyone does it. You hear a problem and you immediately want to prescribe a solution--the perfect antidote--a master plan that will solve everything. But all too often, you give into the temptation to define a solution well before the full problem is articulated and explored. You're not the only one. Leaders at all levels are guilty of doing this. They hear a problem--the outlines of danger--and they rush to offer their agenda. In their desire to be helpful, they end up setting others on a path that may be costly--not only in resources but also in time. There are a number of reasons why presenting a solution right away has downsides. 


Via Ariana Amorim, Mark E. Deschaine, PhD
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Ariana Amorim's curator insight, January 8, 7:28 AM
6 reasons why presenting a solution right away has downsides and 6 tips to fight that instinct.
Ivon Prefontaine, PhD's curator insight, January 9, 3:10 PM
In a classroom, exploring is an essential piece of teaching and learning.
Rescooped by Roy Sheneman, PhD from Only Leadership and management, sólo Liderazgo
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Why Leadership Development Isn’t Developing Leaders

Why Leadership Development Isn’t Developing Leaders | 21st Century Leadership | Scoop.it
The mismatch between leadership development as it exists and what leaders actually need is enormous and widening. What would work better?

Over the last 16 years I have carried out research into how leaders create change, and I’ve worked in the change leadership field for 25 years in multinational corporations. Over that time, I’ve come to appreciate four factors that lie at the heart of good, practical leadership development: making it experiential; influencing participants’ “being,” not just their “doing”; placing it into its wider, systemic context; and enrolling faculty who act less as experts and more as Sherpas.

Via David Hain, Ricard Lloria
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David Hain's curator insight, January 9, 5:45 AM

Some very insightful observations on the state of leadership development in this article.

Jerry Busone's curator insight, January 10, 8:49 AM

Great thoughts  on developing leaders. a perfect example of this is our Emerging Leaders Experience ... Its engaging, experiential action based simulated learning . Guest faculty are spliced in to add real time leadership. ...

Ian Berry's curator insight, January 10, 4:10 PM
Lots of good insights I particularly like "influencing participants’ “being,” not just their “doing”;" as in everything leadership development is who before do
Rescooped by Roy Sheneman, PhD from Organisation Development
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We’ve been structuring brainstorm sessions all wrong

We’ve been structuring brainstorm sessions all wrong | 21st Century Leadership | Scoop.it
The traditional framework for brainstorms involves identifying a problem, listing solutions within a set of parameters, and then choosing the best.

But research on creativity and innovation suggests that truly innovative solutions result not from searching for a “correct answer,” but from the collision of different ideas, perspectives and life experiences.

Rather than encouraging convergent thinking, as traditional brainstorm sessions do, the goal should be to encourage divergent thinking: the practice of finding new ways to look at a problem and generating multiple solutions. In divergent thinking, the emphasis isn’t to agree on the best idea—it’s to get as far away as possible from the most obvious answer.

Via David Hain
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David Hain's curator insight, January 8, 6:12 AM

Kids do better than adults at creativity. We need to actively encourage and read divergent thinking, yet most organisations do the opposite!

Matthew Farmer's curator insight, January 9, 1:58 AM

This is an interesting take on a management stalwart - the brainstorm.  I'm involved in quite a few brainstorming sessions with different organizations and I'm often interested to see how groups norm around this kind of activity.  I was always taught that 'any idea is a good idea' and no evaluation should be made until the 'storming' session is over but not everyone thinks that way.

 

What I like about this approach, is the acknowledgement of the power of colliding perspectives.  Not only do they help us to see and think differently but they also help us learn as well!

 

Matthew Farmer

Emerging World

Rescooped by Roy Sheneman, PhD from Only Leadership and management, sólo Liderazgo
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Leadership and Systems Thinking

Leadership and Systems Thinking | 21st Century Leadership | Scoop.it
Leadership and Systems Thinking - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This article examines the role of systems thinking and suggests how it might be of use to those who seek to influence organizations.

Via Ricard Lloria
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Kim Flintoff's curator insight, January 7, 6:10 PM
Leadership and Systems Thinking - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This article examines the role of systems thinking and suggests how it might be of use to those who seek to influence organizations.
Daniel Tremblay's curator insight, January 8, 8:50 AM
Dans un cadre de transformation, on doit adopter une pensée globale du système à transformer...
ava smith's curator insight, January 8, 11:27 PM
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Rescooped by Roy Sheneman, PhD from Learning and HR Matters
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Emotionally intelligent employees are a competitive advantage

Emotionally intelligent employees are a competitive advantage | 21st Century Leadership | Scoop.it

In today’s hypercompetitive world, it is more important than ever to have highly engaged, committed workers. Employees with high job satisfaction and organisational commitment have higher job perfo…


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Rescooped by Roy Sheneman, PhD from Motivational Speaker
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Leadership vs Management

Leadership vs Management | 21st Century Leadership | Scoop.it
Leadership vs. Management, and why the distinction is increasingly important.

Via Tom Flick
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