Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Most of the time, leaders think about the good leadership qualities and how to apply them on a daily basis.
The most important contribution you can make to your company is to be a leader, accept responsibility for results, and dare to go forward.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Most of the time, leaders think about the good leadership qualities and how to apply them on a daily basis.
The most important contribution you can make to your company is to be a leader, accept responsibility for results, and dare to go forward.
Create a compelling vision, communicate that vision and how to translate it into reality. People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
Leadership as a Subject: Which Hat do I Wear? Roles That Leaders Play
- Understanding the many roles leaders take on
- Becoming a truth-setter
- Being a catalyst for change
- Taking it up as a spokesperson
- Rallying the troops as coach/team builder
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
An overview of leadership, different types of headship and different types of school structures. The range of contexts for school leadership is dazzling. The critical task of leading a school remains the same and the most important job after parenting!
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Our five step High Impact Leadership Communication Programme focuses on developing your strengths as a business leader and on your skill to communicate with impact, handle difficult people and truly engage others when you are most visible.
How do you become a leader in the tech industry_.pdfAnil
Becoming a leader in the tech industry requires a combination of technical expertise, leadership skills, and a strategic mindset. Here are some steps you can take to position yourself as a leader in the tech industry
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...Mr.Allah Dad Khan
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert KPK at Peshawar Former DG Agri Extension and Visiting Professor AUP Peshawar
Business Acumen 5.0 for Sustainable Competitive AdvantagesSeta Wicaksana
Two-thirds of corporate executives believe a lack of business skills or business acumen inhibits their company from meeting strategic priorities. It was established that most strategic plans fail to achieve their strategic goals due to the turbulent changes that exist in the global market today. Since most of the failures in the strategic process occur at the execution stage it is increasingly important that managers at all levels learn how to implement these vital plans while maneuvering through the changes that occur as a result of the dynamics of the markets.
In An organization of high business acumen individuals can expect to see leaders with a heightened perspective that translates into an ability to inspire and excite the organization to achieve its full strategic potential. As your leadership responsibilities expand, so does your need to understand the impact of every decision on the strategic and financial goals of your organization. That's why business acumen—an intuitive sense of how the moving parts of a company work together to create profit —is indispensable.
The role of Leadership is becoming challenge and undergoing a transformation, this presentation is an attempt to create awareness to the prospective leaders
global leaders .different world expectation (1) (1).pptxMona Quenawy
Have you ever worked with someone who knows how to encourage you to make the impossible totally possible? Maybe they seem attuned to what it takes to get the best work out of you, or they’re always ready to share exactly the right thing to make you feel like you can do anything. This highly effective approach to management has a name: charismatic leadership.
As you find yourself moving forward in your career and stepping into management or leadership roles, it helps to choose an approach that meshes with your personality while supporting the company you work for. But it can be difficult to choose and refine a leadership style if you’re unfamiliar with the options that are available to you. By utilizing the knowledge gained from attaining a business degree or by taking online courses, business leaders like you can understand the psychology behind managing teams and utilizing the principles and characteristics of leadership to help refine your charismatic management style
global leaders .different world expectation (1) (1).pptxMona Quenawy
The traits a good leader in general and globally do not necessarily render him/her as an effective global business leader.
In a domestic setting, leadership plays out within the context of updated cultural beliefs and practices. Other countries’ economies, politics, and cultures may be vastly different than those of the U.S., so business leaders who operate on a global stage need to be well versed in the complexities and minutiae of host countries’ cultures.
Thus, an evolved sense of global economies and priorities is necessary for aspiring global business leaders. Global strategies require:
1. An understanding and sensitivity to cultural diversity
2. A versatile personality
3. Great negotiation and communication skillsConcentrating on expanding knowledge, learning the duties of your peers and superiors, and thinking in terms of what’s best for everyone involved are what set true global leaders apart from the pack,” says digital thought leader Pearl Zhu, in her Future Of CIO blog post, “Seven Characteristics of Global Leaders.”
In addition to expanding one’s skill set and responsibility, Zhu also focuses on transition areas, which include evolving from problem solver to agenda setter, or from tactician to strategist. In the scenarios she describes, employees, leaders, and managers can learn to expand their horizons and step naturally into a leadership mentality.
Grooming oneself to become a global leader means striving to move upward, beyond the scope of your current position and into a position of greater responsibility and rewards. The common phrase, “Learn the duties of the person above you” is just as applicable today as it was 100 years ago. A leader with a full understanding of a company’s entire organization, capabilities, and future direction, as well as the knowledge and sensitivity to act on the global stage, will make the greatest impact
I would define ‘Customer Experience’as:
‘How customers or prospective customers perceive their interactions with your organisation’
Customer experience encompasses every aspect of an organisation’s offering - the quality of customer care, of course, but also advertising, packaging, product and service features, ease of use, and reliability.
How can you drive a consistently good and improving Customer Experience for your customers or prospects?
In this A to Z I’ll give you some of the answers and some tips from Oak Consult
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
Avoid the Mushroom Culture - The 7 deadly sinsMark Conway
A key element of leadership is internal communication.
Done well and consistently, organisations thrive and grow. Done badly, organisations can falter and fail.
In this post I look at the 7 deadly sins of communication!
Being part of a winning team is a great feeling!
Building a winning team is hard work, but can be great fun with some amazing results!
Whether it’s apparent or not, teamwork is how business gets done.
In this post I've detailed Think Oak’s A-Z of Building a Winning Team.
All organisations, whatever their size or market, face a range of risks affecting the achievement of their objectives. While “risk” is commonly regarded as negative, risk management is as much about exploiting potential opportunities as preventing potential problems.
Risk management comprises a framework and process that enable organisations to manage uncertainty in an effective, efficient and systematic way from strategic, programme, project and operational perspectives, as well as supporting continual improvement. Risk management applies at all levels of an organisation and to all activities.
In this A to Z, I’d like to cover some of the key areas of Risk Management and Treatment and give you a better understanding of this broad topic that underpins multiple quality and ISO standards.
A to Z of Business Continuity ManagmentMark Conway
Business continuity is a far reaching topic that many business owners and managers do not think about until it is too late. ‘It will never happen to me’ until it does and then the majority of businesses cease to exist within 2 years of a serious incident.
Yes, business continuity can take a few months to implement properly. Yes, it takes some effort, resource and money to implement and maintain and Yes, it takes some focus away from all the urgent things on your to do list for a short time. BUT an implemented, tested and accredited Business Continuity Management System can win you new business, help you retain existing business and ultimately, should the worst happen, keep you in business!
In this A to Z I’ll be talking about some of the main terminology that Business Continuity Practitioners will bamboozle you with. I should know, I am one!
A to Z of Information Security ManagementMark Conway
The purpose of information security is to protect an organisation’s valuable assets, such as information, Intellectual property, hardware, and software.
Through the selection and application of appropriate safeguards or controls, information security helps an organisation to meet its business objectives by protecting its physical and financial resources, reputation, legal position, employees, and other tangible and intangible assets.
In this A to Z I’d like to outline some of the key focus areas for organisations wishing to pursue compliance to the ISO27001 Information Security standard.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Introduction
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
3. Agile
In today’s economic climate, itis more important than ever for leaders to be agile.
Agile leaders are not only exceptional at coping with change, but also in driving it, anticipating the markets, or even creating new ones.
They have high tolerance for ambiguity and are actually energised by the possibility of creating something new and different.
4. Balanced
Balanced leaders effectivelyjuggle the importance of meeting their business objectives -sales, revenues, margins and cash flow as well as the importance of looking after the needs of their people - committing to their success, motivating their people to be the best they can be and caring for their safety and wellbeing at work.
5. Communicator
Great leaders are great communicators.
Regardless of whether you’re talking about business, politics, sports or the military, the best leaders are first-rate communicators.
Their values are clear and solid, and what they say promotes those values.
Their teams admire them and follow their lead.
Likewise, if you want your organisation to reach newheights of achievement, you must master the art of clear communication and employee engagement.
6. Decisive
Making decisions is the defining aspect of leadership.
There has never been a leader who made only right decisions.
An effective decision made at the right moment is far better than no decision at all.
A decisive leader carefully weighs the potential effects of each option and chooses the opportunity that works best for his or her organisation.
To be decisive, you must also feel comfortable taking responsibility for the results of your decisions.
7. Energetic
Energy, and specifically positive energy, is hugely important for successful leadership.
Having a reserve of positive energy has a tremendous impact on your ability to navigate to success with less stress.
Positive energy attracts people for better networks and recruitment, motivates and inspires people in your organisation, and enables you to thrive and overcome any obstacles that may come your way throughout the day.
8. Focussed
Leaders have the potential for numerous distractions.
The tougher the times, the more you have to focus.
Leaders must choose wisely what to focus on and they must judge the context ofany situation well enough to decide what to drill down on and what to ignore as background noise.
“Disciplined people who engage in disciplined thought and take disciplined action: this framework captures much of what separates greatness from mediocrity”-Jim Collins, Good to Great
9. Genuine
Effective leaders are honest.
Be upfront with yourpeople and trust them enough to communicate openly and authentically together.
It’s important to build a level of mutual trust within your team so that each person feels comfortable addressing his or her concerns with you.
People will very quickly see through leaders that say one thing and do another.
10. Helping Others
Investing in the success of others -your people, your peers and your customers is a quality found in the greatest of leaders.
They recognise the importance of investing precious time and energy in supporting growth of other people, helping them to be the best they can be.
They see potential in others and want to create opportunities for them to grow and advance, and they seek opportunities to empower them to succeed.
11. Inspirational
Great leaders believe that people determine a organisation’s success or failure.
It is not the size of the building, how cool the product is, or even the best equipment or process that determines success.
What propels and sustains a successful organisation is its diverse team of talented, motivated people.
The ability to inspire people to reach great heights of performance and success is a skill that leaders need.
Passion, purpose, listening and meaning help make a leader inspirational.
The ability to communicate that passion, purpose and meaning to others helps establish the inspirational culture of your organisation.
12. Just
Great leaders can be just or fair and still make bold and decisive leadership decisions quickly.
Being just is perhaps the trait most noticeable in great leaders and that which separates them from the ordinary, old-fashioned status quo style of leadership.
If people perceive a leader to be unjust or subjective in his or her judgment, the inspiration to follow will slow the entire leadership process to a snail’s pace.
13. Knowledgeable
Leaders must have a large range of information and knowledge at their disposal.
This means they read widely and communicate this knowledge effectively to the people they lead.
Great leaders never stop learning about their industry, themselves, their team, and how to best motivate their people.
They realise that there is never a point when you know everything; there is always something new to learn.
14. Listener
Great leaders understand the 2:1 ratio -two ears and one mouth.
Leaders don’t just give orders. They listen to their team, their customers, their peers, and their competitors because they know it is the best way to understand a situation so they can make the best decision possible.
“We should never pretend to know what we don’t know, we should not feel ashamed to ask and learn from people below, and we should listen carefully to the views of the cadres at the lowest levels. Be a pupil before you become a teacher; learn from the cadres at the lower levels before you issue orders.”
Mao Tse-tung
15. Motivated
It’s possible to teach someone to be a leader, but truly effective leaders are already passionate and motivated about what they do.
Your enthusiasm and level of commitment can inspire your team members and motivate them to do better work.
Modelling the attitude you want each person to have is one of the most effective ways to lead your team toward a successful destination.
16. Nurturing
There’s a big difference between managing others to success and teaching others to find success themselves.
Great leaders find satisfaction not only in teaching others but also in nurturing them -in showing others how they can become more than they ever believed they could.
These types of leaders have a strong drive to invest in people not for the return it will give them but for the rewards it will bring to people personally
17. Open
Leaders don’t always have the answer.
They need to understand that they may not always be right and know that at times they will be wrong.
It is important to stay open-minded and to consider the views of others.
In today’s fast-paced, globally hyper-connected business world in which we live, an organisation’s successes and failures can be tweeted across the internet in a matter of seconds.
A knee jerk reaction of many leaders is to clamp down on the amount of information shared internally, with hopes of minimising risk to the organisation.
Many times this backfires and ends up creating a culture of risk aversion and low trust.
For organisations to thrive in today’s competitive marketplace, leaders have to learn how to build a culture of trust and openness.
18. Personable
Personable leaders are responsive to the needs, feelings and interests of others.
They enable, empower and challenge followers.
The mutual relationship is equitable and considerate, showing genuine concern for others.
These types of transforming leaders provide support, and they are helpful to others, including coaching and mentoring.
In addition, because they challenge followers to stretch and take reasonable risks, these leaders are forgiving when efforts do not succeed as expected.
19. Questioning
Leaders question -Even when they think they know the answer.
Questions can be used to facilitate discussions.
Questions can be asked about how people are feeling about change, what contributed to a recent success, what customers want, how to support diversity, how the world is changing, what might be needed in the future and so on.
Questions are also a great way of challenging people to take a fresh look at an issue or problem, and helping them to think about the outcomes they want.
20. Results Driven
Whether you work in a public, private or voluntary organisation, great leaders need to produce results.
Whatever leadership role you’re in you will have objectives and / or goals that you need to meet to be a success.
Ensure you build a good team around you, build and communicate and enrol them in your strategy, set the right objectives, measure and manage performance and be prepared with plan b’s and c’s to ensure results are achieved.
21. Strategic
All leaders must set time aside on a regular basis to think about the future -the marketplace of the future, your future customers and their needs, your competitors and what they might be doing and the wider economy.
As we have seen with several UK companies in the recent past -Comet and Blockbusters as well as many others, a failure to anticipate and change at pace, in light of the changing face of the retail marketplace and the ways that consumers purchase, has led to businesses entering into administration and putting tens of thousands of jobs at risk.
22. Trusted
Trust is the cornerstone of a healthy, positive, productive organisational climate.
Without trust between leaders and those whom they lead, progress is slowed and even simple processes can become politicised and approached with caution.
Risk-taking and innovation, is reduced, and collaboration is rendered difficult or impossible.
Within a low trust environment, change is often approached with fear, not curiosity or hope.
The actions or behaviours of leaders set the tone for trust within an organisation and once trust is broken it becomes difficult to build again.
23. Urgency
As I have said in previous posts, creating a sense of urgency is crucial for leaders engendering change in their teams or organisation.
‘Sense of Urgency’by John Kotter is a great read if you want to find out more.
24. Visionary
Jack Welchsaid:
“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”
Although he talks about business leaders, this leadership characteristic is far-reaching across all dimensions of leadership.
Without a vision of where you want to take your organisation and the ability to communicate it effectively, you will struggle to drive any form of significant change or growth
25. Work-Life Balance
Getting a ‘Work-Life Balance’is important.
All great leaders work hard and sometimes have to put in long hours to deliver results.
Working ridiculously long hours on a sustained basis, is not good for you, for your family, for your relationships, for your health, for your productivity and for your people and ultimately your organisation.
Find a balance that works for you and stick to it.
26. X-Factor
In his book, ‘Great by Choice’Jim Collins states
“The x-factor of great leadership is not personality, it’s humility”
Great leaders direct their ego away from themselves to the larger goal of leading their organisation to greatness.
The dictionary defines humility as modesty and lacking in pretence, but thatdoesn’tmean humble leaders are meek or timid.
A humble leader is secure enough to recognise his or her weaknesses and to seek the input and talents of others.
By being receptive to outside ideas and assistance, creative leaders open up new avenues for the organisation and for their people.
27. Yardstick
As a leader, your behaviours, values and actions will be monitored by your people, whether you like it or not, and they will become the yardstick of measurement for your team or organisation.
28. Zest for Life
Leaders enjoy what they do.
They get a buzz when they hear of their people’s success -a new customer, a great sale, a customer compliment, a team winning an award or someone getting a promotion.
If you don’t enjoy what you do and get a thrill from achieving great results, I would suggest it’s time for a change!