Leadership Psychology
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Leadership Transitions: Keys for Success

Leadership Transitions: Keys for Success | Leadership Psychology | Scoop.it

While times of transition can be exciting and energizing, they often prove difficult both for the leader, who has a new role, and for the followers—the members of the organization—who experience changes in their environment. Leaders work from the start to establish their credibility in their new position. In a sense, all eyes are on the new person, with some followers wishing for success and, in many cases, others pointing out the weaknesses that might portend failure. The new leader feels tremendous pressure to secure early wins.


What can they do to ease the transition for all and maximise success in the new role?

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BUILDING LEADERS AT EVERY LEVEL: A LEADERSHIP PIPELINE

BUILDING LEADERS AT EVERY LEVEL: A LEADERSHIP PIPELINE | Leadership Psychology | Scoop.it

The six turns, or passages, in the leadership pipeline are major events in the life of a leader. Grasping what each passage entails, and the challenges involved in making each transition, will help organizations build a leadership pipeline. It will also help build a leadership culture that will enable the organization to respond to changes and threats in the business environment.

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Tech Expert to Leader — Where to start?

Tech Expert to Leader — Where to start? | Leadership Psychology | Scoop.it

You excel at what you do. Technical knowledge and skills have helped you achieve at high levels. But now you’re moving out of your comfort zone into a leadership role, and you need new knowledge and new skills to succeed. How do you go about it?

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Leaders Should Spend Some Time Doing 'Nothing'

Leaders Should Spend Some Time Doing 'Nothing' | Leadership Psychology | Scoop.it

Although doing nothing seems counterintuitive, it can, in the end, be remarkably effective, for several reasons. A leader’s job is not to do physical work; instead, leaders need to focus on a small set of activities that are oriented toward thought more than they are toward work. Specifically, leaders should facilitate and orchestrate their team members’ performance; they should think of great strategies and help others implement them; they should plan for the future; and they should take a wide view of the landscape, without ignoring key details, so they can confidently choose the right forks in the road.

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The Leadership Pipeline Model: Developing Your Organization's Future Leaders

The Leadership Pipeline Model: Developing Your Organization's Future Leaders | Leadership Psychology | Scoop.it
Learn how to develop a strong pipeline of future leaders for your organization.
Vicky Ellam-Dyson's insight:

Moving up the leadership ladder requires behaviour change during every transition; adopting new behaviours and adapting/letting go of current behaviours. Which also requires changes in values and attitudes - e.g. learn to value getting things done by others, being less hands on. This is one of the challenges I come across the most.

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Involving Employees in Change

Involving Employees in Change | Leadership Psychology | Scoop.it
Organizations going through change should involve their employees as much as possible in the process. Employee surveys are essential to hearing people's feedback, as one company has learned.
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How to Get Your Employees to Think Strategically

How to Get Your Employees to Think Strategically | Leadership Psychology | Scoop.it
Studies show that strategic thinking is the most important element of leadership. But how do you instill the trait in others at your company?

Via Sandeep Gautam, Create Wise Leader
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Sandeep Gautam's curator insight, February 11, 2014 8:52 PM

strategy, again imho, is not just for leaders/ managers; everyone should be taught how to assess things from a strategic perspective and how to make good strategic decisions...

Kudos's curator insight, February 12, 2014 11:41 AM

These are great tips and items that should be considered when giving recognition. Recognize the behaviours you want more of from your team . Strategic recognition to get your team to think strategically.

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Yes, teach workers resilience – but they'll still have a breaking point

Yes, teach workers resilience – but they'll still have a breaking point | Leadership Psychology | Scoop.it

While we should be encouraging employees to develop skills to help them cope with workload pressures, which will include "framing" techniques and building a more resilient outlook, it is the responsibility of leaders to organise work in a way that does not harm people's health.

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That fear of being found out - FT.com

That fear of being found out - FT.com | Leadership Psychology | Scoop.it
Many people wear a mask at work – of competency and of being in control. But sometimes behind this lies the anxiety that they are incapable of doing their job and a fear of being found out.
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How great leaders inspire action: TED Talk with Simon Sinek

http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?" His...
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How To Influence When You Don't Have Authority

How To Influence When You Don't Have Authority | Leadership Psychology | Scoop.it

When you influence people so they reach a place of genuine commitment, working relationships begin to improve. You see greater sustained effort and resiliency. Your colleagues become more efficient, creative and focused.

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To Persuade People, Tell Them a Story

To Persuade People, Tell Them a Story | Leadership Psychology | Scoop.it

Even in a world of high-tech communications, narratives can be the best way to get a message across. 


Via Kenneth Mikkelsen
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Steve Bax's curator insight, November 12, 2013 8:07 AM

Another good Scoop by Kenneth Mikkelsen. This is based upon the lessons learn't in presenting the case for new market research techniques in P&G.There are some good presentation lessons in here.

Robin Sinclair's curator insight, November 12, 2013 9:09 AM

Even interviews require story telling - just make sure they are true!

Mark Cripps's curator insight, November 25, 2013 3:45 AM

Leaders must tell stories:

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The science of developing a leadership pipeline: Lessons from an Indian company

The science of developing a leadership pipeline: Lessons from an Indian company | Leadership Psychology | Scoop.it

Hewitt Associates recently concluded its Fifth Top Companies for Leaders Study (TCFL) in partnership with RBL group and Fortune magazine. The study clearly demonstrated that at the Top Companies, there is a direct correlation between building leaders and achieving ambitious growth targets and the focus is mainly on making selected investments in building leadership capability for the future. The key leadership and talent efforts are not abandoned in favor of short term pressures.

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From Technical Expert to Manager: Learning Management Skills

From Technical Expert to Manager: Learning Management Skills | Leadership Psychology | Scoop.it
Are you in a management role because of your technical ability? Find out about the skills you’ll need to succeed as a manager, and a leader.
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21 Essential Strategies for Managing Virtual Teams

21 Essential Strategies for Managing Virtual Teams | Leadership Psychology | Scoop.it

From Rob Rawson of Staff.com "I’ve been working with hundreds of virtual team members in over 9 different countries in the past 8 years. There have been times when I wanted to tear my hair out! Sometimes:

 

…I had no idea what my team was doing.…Team members would “flake out”.  They’d work effectively for a while and then their quality of work would taper off or they’d quit.…I was frustrated about not being able to communicate with them effectively.…I had many issues finding and hiring great people remotely.

 



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10 Common Leadership and Management Mistakes: Avoiding Universal Pitfalls

10 Common Leadership and Management Mistakes: Avoiding Universal Pitfalls | Leadership Psychology | Scoop.it
Learn how to recognize and avoid 10 of the most common mistakes made by leaders and managers.
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Risks in Innovation Leadership

Risks in Innovation Leadership | Leadership Psychology | Scoop.it
Dealing with risk in innovation leadership. According to some statisticians more than half of all entrepreneurs fail within their first 5 years of existence.
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ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK PRACTICES - Ivey Business Journal

ENGAGING EMPLOYEES THROUGH HIGH-INVOLVEMENT WORK PRACTICES - Ivey Business Journal | Leadership Psychology | Scoop.it
Recent research suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee engagement, and that these
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Conflict Strategies for Nice People

Conflict Strategies for Nice People | Leadership Psychology | Scoop.it
Conflict is a necessary part of a functioning team. But it doesn't need to be mean.
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Neuroimaging Identifies Agile Leaders

Neuroimaging Identifies Agile Leaders | Leadership Psychology | Scoop.it
An article outlining research into neuroimaging techniques being able to identify agile leaders.
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Work is a Scary Place! The role of leaders.

Work is a Scary Place! The role of leaders. | Leadership Psychology | Scoop.it
Work is a Scary Place, A recent workplace survey carried out has found that many people are scared at work.
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The Ultimate Book of Influence - A Sample Chapter

The Ultimate Book of Influence - A Sample Chapter | Leadership Psychology | Scoop.it
How important is face-to-face influence in a world of email, text messaging and social media? Clearly influence has changed. But is it still as import...
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7 Secrets of Powerful Storytelling From Actor/Storyteller Tim Hartman

7 Secrets of Powerful Storytelling From Actor/Storyteller Tim Hartman | Leadership Psychology | Scoop.it

Hartman’s preferred model of presenting a story is a simple one. He doesn’t rely too heavily on props and he told TheBlaze that it’s generally only him on stage. There aren’t any gimmicks — just heart and soul poured into a story in an effort to bring it life.

 

“It’s just me and a chair. You can draw people in and create an entire world,” he said. “The audience becomes your set, becomes everything around you.”


Via José Carlos, Dr. Karen Dietz
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Dr. Karen Dietz's curator insight, November 5, 2013 11:11 AM

Here is a blog post with tips along with several videos where Tim Hartman shares his insights and tips on better storytelling.


I've poked around and so far so good. So I think you will benefit from these pieces. Especially if you are looking for online help with your business stories.


Let me know if you like these and if they are of value to you!


And thanks to fellow curator   and his curation Digital Storytelling for finding and sharing this.


This was written by Karen Dietz for her curated content on business storytelling atwww.scoop.it/t/just-story-it 

Martin Riggs's curator insight, November 6, 2013 6:58 PM

read this article

Marc Kneepkens's curator insight, November 7, 2013 7:48 AM

Pitching your ideas to investors is telling a story. You need to get the attention and turn some heads. Hartman's tips are very useful, take a lookk and see what's in it for you. Standing up in front of a panel of investors, or a sitting at a boardroom table with a number of decision makers can be intimidatiing.

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Lessons In Leadership: It's Not About You. (It's About Them)

Lessons In Leadership: It's Not About You. (It's About Them) | Leadership Psychology | Scoop.it

Harvard's Ronald Heifetz urges heads-of-state to think less like surgeons, more like psychiatrists.


Via Bobby Dillard, Kenneth Mikkelsen
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Terence R. Egan's curator insight, November 15, 2013 9:08 PM

 

[KEY POINTS]

 

"The dominant view of leadership is that the leader has the vision and the rest is a sales problem," he says. "I think that notion of leadership is bankrupt." That approach only works for technical problems, he says, where there's a right answer and an expert knows what it is.

 

"When a patient comes to a surgeon, the surgeon's default setting is to say, 'You've got a problem? I'll take the problem off your shoulders and I'll deliver back to you a solution.' In psychiatry, when a person comes to you with a problem, it's not your job actually to solve their problem. It's your job to develop their capacity to solve their own problem."

 

"(T)he people are the problem and the people are the solution," he says. "And leadership then is about mobilizing and engaging the people with the problem rather than trying to anesthetize them so you can go off and solve it on your own."

 

Heifetz says, leaders should think less like surgeons, and more like psychiatrists.