This document provides an overview of leadership topics that can be covered in 60 minutes or less. It discusses definitions of leadership and how it differs from management. It also addresses who can be a leader and provides exercises and questions about vision, communication, decision making, developing others, and leading change. Leadership lessons are drawn from historical figures and research on engaging employees and leading effectively.
So you've thrown out Annual Performance Reviews - now what?David Perks
It's fashionable to throw out the annual performance review and stop wasting the time and money involved. BUT what should you do instead? Discover the 4A's of performance management that must be retained to keep your people operating at peak performance.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
Confessions of a scrum mom - how the heroics of a scrum mum doesn't scaleMia Horrigan
The document discusses how acting as a "Scrum Mum" by taking over tasks and directing teams is not sustainable or scalable. It evolved from initially knowing little about agile and taking on too much work to help teams. This prevented teams from becoming empowered and self-managing. The author realized she needed to coach teams by empowering them, asking questions, and helping them improve and learn rather than just focusing on the process. An effective agile coach treats each team differently based on their needs and context, and acts as a leader to help teams progress through maturity levels to continuously improve.
Strengths-based Leadership Development
The Extraordinary Leader
Competency Model
360 Assessment
How Extraordinary Leaders increase employee engagement, customer satisfaction and bottom-line profitability.
Leaders at all levels.
This document provides 5 tips for becoming a successful leader based on advice from various leaders. Tip 1 from Steve Kerr is to be flexible by asking questions, making decisions and explaining them, and thanking your team. Tip 2 from Colin Powell is to respect people above results by focusing on actions over words, being personal, avoiding phones in meetings, and simplifying situations. Tip 3 from Lee Ellis is to take responsibility by apologizing for mistakes, being honest and transparent, having courage in difficult situations. Tip 4 from Steve Jobs is self-reflection through getting feedback, reflecting on your performance, and evaluating forecasts. Tip 5 from Phil Knight is being dedicated by having a sincere mission, focusing on why rather than what, and not solely focusing
Director of Training and Operations Krista
Eichhorst
We all have talents that we bring to the table. By using the StrengthsFinder assessment we will learn about the
benefits of playing to our strengths, explore our top five talents, and discover how to use our team's collective strengths to accomplish our goals in the year ahead
Presentation from Prague Agile Kitchen.
Which problems can be related to directive approach? What are the advantages of the self-organizing teams? What are the risks? And finally - how to archive team self-organization?
So you've thrown out Annual Performance Reviews - now what?David Perks
It's fashionable to throw out the annual performance review and stop wasting the time and money involved. BUT what should you do instead? Discover the 4A's of performance management that must be retained to keep your people operating at peak performance.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
Confessions of a scrum mom - how the heroics of a scrum mum doesn't scaleMia Horrigan
The document discusses how acting as a "Scrum Mum" by taking over tasks and directing teams is not sustainable or scalable. It evolved from initially knowing little about agile and taking on too much work to help teams. This prevented teams from becoming empowered and self-managing. The author realized she needed to coach teams by empowering them, asking questions, and helping them improve and learn rather than just focusing on the process. An effective agile coach treats each team differently based on their needs and context, and acts as a leader to help teams progress through maturity levels to continuously improve.
Strengths-based Leadership Development
The Extraordinary Leader
Competency Model
360 Assessment
How Extraordinary Leaders increase employee engagement, customer satisfaction and bottom-line profitability.
Leaders at all levels.
This document provides 5 tips for becoming a successful leader based on advice from various leaders. Tip 1 from Steve Kerr is to be flexible by asking questions, making decisions and explaining them, and thanking your team. Tip 2 from Colin Powell is to respect people above results by focusing on actions over words, being personal, avoiding phones in meetings, and simplifying situations. Tip 3 from Lee Ellis is to take responsibility by apologizing for mistakes, being honest and transparent, having courage in difficult situations. Tip 4 from Steve Jobs is self-reflection through getting feedback, reflecting on your performance, and evaluating forecasts. Tip 5 from Phil Knight is being dedicated by having a sincere mission, focusing on why rather than what, and not solely focusing
Director of Training and Operations Krista
Eichhorst
We all have talents that we bring to the table. By using the StrengthsFinder assessment we will learn about the
benefits of playing to our strengths, explore our top five talents, and discover how to use our team's collective strengths to accomplish our goals in the year ahead
Presentation from Prague Agile Kitchen.
Which problems can be related to directive approach? What are the advantages of the self-organizing teams? What are the risks? And finally - how to archive team self-organization?
Measuring the Success of an Internal Q&A Community - Sam TardifAtlassian
Atlassian has added, cultivated, and managed a successful internal Q&A community for nearly a year. During that time, we've seen some innovative user hacks that take Confluence Questions beyond the basic "ask questions, get answers" model. These hacks challenge the way we measure the success of our own Q&A community, and have inspired us to take the product in new directions. Learn how we use Confluence Questions at Atlassian, and how our own experiences guide product development.
ICF Team and Work Group Coaching Community of Practice hosts author David Ducheyne as he reviews the challenges leaders face today, based on his book “Sustainable Leadership: How to lead in a VUCA-world”.
To him, leadership is based on character and if the individual wants to be sustainable, he/she must remain true to themselves. But, often there is so much pressure coming from the context that character can have the tendency to erode. David will discuss how this happens and how we, as coaches, can prevent it. Additionally, he will share some frameworks that will help both emerging and established leaders reflect on their current and future leadership styles. These can be used as coaching tools to help clients find a context in which their character can be part of the solution for successful leadership.
Discover what it takes to earn even higher levels of trust and respect of your business peers and colleagues and begin to chart a road map to get there. Presented from the CEO's perspective, this workshop will show you what's preventing your HR department from being seen as the strategic asset it deserves to be. You will be empowered to move up from "mere compliance”, to synchronize your departmental plan with the firm's strategic plan, and ultimately to help shape your organization's direction and future.
Action plan for managing business and organisational challenges with agility ...Isman Tanuri
This document discusses implementing agile transformations in organizations. It argues that transformation is not always necessary, as some teams already perform well. Instead of assuming problems everywhere need fixing, organizations should identify specific challenges to solve. The document then presents a 7-step problem-solving strategy for managing business challenges with agility. This includes identifying root causes, who needs solutions, what needs improving, measures of success, problem-solving tools to use, allowing time for change, and continuously measuring progress.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
The document discusses leadership topics such as employee engagement, effective feedback, delegation, and conflict resolution. It provides statistics showing most employees are disengaged at work and outlines qualities of the best bosses as high clarity, consideration, and freedom. Models for giving effective feedback and empowering employees through delegation are presented. The importance of resolving workplace conflict to increase productivity and cost savings is also noted.
The document outlines a 10 step process for hiring right the first time presented by Amanda Ono of Drake International. The steps include: 1) Knowing who you are looking for by understanding core competencies; 2) Targeting ideal candidates; 3) Pre-screening applicants; 4) Ranking applicants; 5) Interviewing and evaluating; 6) Matching candidates to positions; 7) Checking for red flags; 8) Making job offers; 9) Integrating new hires; and 10) Assessing the recruitment process. The presentation provides tips and strategies for each step and emphasizes hiring for both skills and attitude to find the right fit for the organization.
E-Book #4: Ultimate Guide To Employee MotivationThought Bulb
This document provides an overview of how to identify and address issues with employee motivation. It recommends conducting an anonymous employee engagement survey to identify gaps, analyzing the results to determine what is working well and what needs improvement, and then taking targeted actions to boost motivation. These may include revamping rewards systems, addressing cultural problems, improving team dynamics, or conducting leadership training if the issues stem from management. While money can be a motivator, the best approach is to pay employees enough that compensation is not a primary concern. World-class companies are held up as examples of how to motivate through positive relationships and culture building.
This document discusses servant leadership and provides resources on the topic. It defines servant leadership as having a natural feeling of wanting to serve others first. Several principles of servant leadership are described, such as listening, empathy, and commitment to the growth of people. The document encourages experiments with leadership behaviors and interactions with others to build trust within organizations. It provides a list of books and articles on servant leadership and agile leadership that were resources for the presentation.
How to do more that matters: From personal satisfaction to professional successPeter Stevens
Why are organizations challenged by agile transitions? How can you get better at doing what matters, both for your own benefit and for more success at work? Peter Stevens explains the simple tools of personal agility and closes the loop between personal and organizational agility.
Teams face many barriers today like economic crisis and job insecurity. High performing teams are defined, have a clear and elevating goal, know their team dynamics, and embody the four C's: they communicate openly, collaborate supportively, are competent, and committed. Managers can build teams by embracing change, setting a positive tone, focusing on the future, being visible and rewarding employees. Teamwork is necessary, possible, personal, and profitable during chaotic economic times.
This document discusses managing and motivating millennials in the workplace. It addresses common myths about millennials, including that they are entitled, independent, disloyal, addicted to technology, and unmotivated. However, the document asserts that millennials are actually ambitious, crave mentors, invest in people over companies, are constantly connected through technology, and are mission-driven. The top motivators for millennials are listed as work-life balance, job security, being dedicated to a cause, intellectual challenge, and leadership opportunities. The document provides tips for managing millennials through personal mentorship, managing expectations, flexibility, continuous learning, and feedback.
The document discusses strategies for managing teams during good and bad economic times. It suggests that during good times, coaches may strategically pace their team's workload to maintain performance. During bad times, leaders need to rally the troops by highlighting facts, sharing personal stories, noting successes and problems, and urging change. A Fortune 50 leader emphasized confidence, commitment and creativity as important leadership themes. The document also notes that collaboration, data-driven decisions, and a shared economy will be important leadership traits that persist despite ongoing change.
This document summarizes key points from a book about sharing team leadership for high engagement. It discusses the Team Identity Model, which involves tapping into the full range of skills in a team. It provides strategies for shared leadership, including stimulating initiative, redefining decision-making power, giving autonomy, not second guessing people, acting as a coach, promoting growth and development. It also mentions a training matrix and discusses building trust and capacity in teams. The summary is intended to provide a high-level overview of the essential information covered in the document.
This document compares the key differences between managers and leaders. It outlines that managers focus on production and short-term goals, delegate responsibility, and maintain the status quo. Leaders take a people-oriented approach, delegate authority, develop long-term vision, challenge assumptions and innovate. The document suggests that while managers drive team members and work within systems, leaders coach, inspire and work to organize the best resources.
From What? To Wow! Managing Transformational Change to Improve the Student Ex...Hobsons
From What? To Wow! Managing Transformational Change to Improve the Student Experience
Presented by Lynn Drees and Stacey Sharples
Hobsons University 2015
Measuring the Success of an Internal Q&A Community - Sam TardifAtlassian
Atlassian has added, cultivated, and managed a successful internal Q&A community for nearly a year. During that time, we've seen some innovative user hacks that take Confluence Questions beyond the basic "ask questions, get answers" model. These hacks challenge the way we measure the success of our own Q&A community, and have inspired us to take the product in new directions. Learn how we use Confluence Questions at Atlassian, and how our own experiences guide product development.
ICF Team and Work Group Coaching Community of Practice hosts author David Ducheyne as he reviews the challenges leaders face today, based on his book “Sustainable Leadership: How to lead in a VUCA-world”.
To him, leadership is based on character and if the individual wants to be sustainable, he/she must remain true to themselves. But, often there is so much pressure coming from the context that character can have the tendency to erode. David will discuss how this happens and how we, as coaches, can prevent it. Additionally, he will share some frameworks that will help both emerging and established leaders reflect on their current and future leadership styles. These can be used as coaching tools to help clients find a context in which their character can be part of the solution for successful leadership.
Discover what it takes to earn even higher levels of trust and respect of your business peers and colleagues and begin to chart a road map to get there. Presented from the CEO's perspective, this workshop will show you what's preventing your HR department from being seen as the strategic asset it deserves to be. You will be empowered to move up from "mere compliance”, to synchronize your departmental plan with the firm's strategic plan, and ultimately to help shape your organization's direction and future.
Action plan for managing business and organisational challenges with agility ...Isman Tanuri
This document discusses implementing agile transformations in organizations. It argues that transformation is not always necessary, as some teams already perform well. Instead of assuming problems everywhere need fixing, organizations should identify specific challenges to solve. The document then presents a 7-step problem-solving strategy for managing business challenges with agility. This includes identifying root causes, who needs solutions, what needs improving, measures of success, problem-solving tools to use, allowing time for change, and continuously measuring progress.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
The document discusses leadership topics such as employee engagement, effective feedback, delegation, and conflict resolution. It provides statistics showing most employees are disengaged at work and outlines qualities of the best bosses as high clarity, consideration, and freedom. Models for giving effective feedback and empowering employees through delegation are presented. The importance of resolving workplace conflict to increase productivity and cost savings is also noted.
The document outlines a 10 step process for hiring right the first time presented by Amanda Ono of Drake International. The steps include: 1) Knowing who you are looking for by understanding core competencies; 2) Targeting ideal candidates; 3) Pre-screening applicants; 4) Ranking applicants; 5) Interviewing and evaluating; 6) Matching candidates to positions; 7) Checking for red flags; 8) Making job offers; 9) Integrating new hires; and 10) Assessing the recruitment process. The presentation provides tips and strategies for each step and emphasizes hiring for both skills and attitude to find the right fit for the organization.
E-Book #4: Ultimate Guide To Employee MotivationThought Bulb
This document provides an overview of how to identify and address issues with employee motivation. It recommends conducting an anonymous employee engagement survey to identify gaps, analyzing the results to determine what is working well and what needs improvement, and then taking targeted actions to boost motivation. These may include revamping rewards systems, addressing cultural problems, improving team dynamics, or conducting leadership training if the issues stem from management. While money can be a motivator, the best approach is to pay employees enough that compensation is not a primary concern. World-class companies are held up as examples of how to motivate through positive relationships and culture building.
This document discusses servant leadership and provides resources on the topic. It defines servant leadership as having a natural feeling of wanting to serve others first. Several principles of servant leadership are described, such as listening, empathy, and commitment to the growth of people. The document encourages experiments with leadership behaviors and interactions with others to build trust within organizations. It provides a list of books and articles on servant leadership and agile leadership that were resources for the presentation.
How to do more that matters: From personal satisfaction to professional successPeter Stevens
Why are organizations challenged by agile transitions? How can you get better at doing what matters, both for your own benefit and for more success at work? Peter Stevens explains the simple tools of personal agility and closes the loop between personal and organizational agility.
Teams face many barriers today like economic crisis and job insecurity. High performing teams are defined, have a clear and elevating goal, know their team dynamics, and embody the four C's: they communicate openly, collaborate supportively, are competent, and committed. Managers can build teams by embracing change, setting a positive tone, focusing on the future, being visible and rewarding employees. Teamwork is necessary, possible, personal, and profitable during chaotic economic times.
This document discusses managing and motivating millennials in the workplace. It addresses common myths about millennials, including that they are entitled, independent, disloyal, addicted to technology, and unmotivated. However, the document asserts that millennials are actually ambitious, crave mentors, invest in people over companies, are constantly connected through technology, and are mission-driven. The top motivators for millennials are listed as work-life balance, job security, being dedicated to a cause, intellectual challenge, and leadership opportunities. The document provides tips for managing millennials through personal mentorship, managing expectations, flexibility, continuous learning, and feedback.
The document discusses strategies for managing teams during good and bad economic times. It suggests that during good times, coaches may strategically pace their team's workload to maintain performance. During bad times, leaders need to rally the troops by highlighting facts, sharing personal stories, noting successes and problems, and urging change. A Fortune 50 leader emphasized confidence, commitment and creativity as important leadership themes. The document also notes that collaboration, data-driven decisions, and a shared economy will be important leadership traits that persist despite ongoing change.
This document summarizes key points from a book about sharing team leadership for high engagement. It discusses the Team Identity Model, which involves tapping into the full range of skills in a team. It provides strategies for shared leadership, including stimulating initiative, redefining decision-making power, giving autonomy, not second guessing people, acting as a coach, promoting growth and development. It also mentions a training matrix and discusses building trust and capacity in teams. The summary is intended to provide a high-level overview of the essential information covered in the document.
This document compares the key differences between managers and leaders. It outlines that managers focus on production and short-term goals, delegate responsibility, and maintain the status quo. Leaders take a people-oriented approach, delegate authority, develop long-term vision, challenge assumptions and innovate. The document suggests that while managers drive team members and work within systems, leaders coach, inspire and work to organize the best resources.
From What? To Wow! Managing Transformational Change to Improve the Student Ex...Hobsons
From What? To Wow! Managing Transformational Change to Improve the Student Experience
Presented by Lynn Drees and Stacey Sharples
Hobsons University 2015
The document discusses personal change as occurring in three phases: leaving the current state, transitioning, and reaching the future state. It describes how personal change typically follows a performance curve, with performance dipping during the transition phase. It provides examples of how individuals and teams can map their current and desired states across the dimensions of results, actions, feelings, thinking, and reinforcers. The key to change is altering one's "archives" or underlying knowledge and beliefs by recognizing unhelpful thoughts and perceptions and generating new perspectives.
Stress is the body's response to pressure or threats. It contributes to many health issues. Stress hormones like adrenaline and cortisol prepare the body for "fight or flight" but can have long term negative impacts if stress is constant. While stress responses were helpful for survival in the past, modern stress is often mental or emotional rather than physical threats. Exercise can help reduce stress and depression as much as medication in some cases. Managing stress through perspective, relaxation, and exercise is important for health and well-being.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
Transformational change can be viewed from an organizational or personal perspective. Organizationally, it requires clear strategic imperatives, top leadership support, project management structures, and decisions around structural, personnel, and cultural issues. Personally, it requires clarity on why change is needed, understanding one's attitude to change, and commitment to a behavioral roadmap.
The key to organizational transformation is a thorough, consistent process that recognizes both organizational and personal aspects of change management. This involves top management support, treating change as a key project, understanding the current culture and business drivers, developing a behavioral change roadmap, and active communications.
The change process follows phases with organizational and personal emphases. The organizational phase includes planning
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
Change is a part of everyday life, whether at work or in our personal lives. It's going to happen. Most people tend to resist change. It's a normal reaction. It isn't what changed in life or at work that is difficult, it is our interpretation of it. It is what we think, or tell ourselves, about what has changed or what is going to change. What we tell ourselves leads us to have feelings. And it is our feelings about the change that lead us to respond or react to the change that has occurred. This workshop helps you to find a way to cope and work through the personal transition of change in your work or life.
Insights on using strengths finder 2.0 as presented to sing, may 6, 2013, by ...Thomas M. Loarie
This document discusses talents and strengths, focusing on how each person's talents are unique gifts from God. It emphasizes that talents reflect who a person is rather than what they know. Strengths are a combination of knowledge, skills and talents applied in a specific task. The Clifton StrengthsFinder assessment is mentioned as a tool to help identify talents. The key messages are that people should accept and nurture their God-given talents rather than focus on weaknesses, and that using one's talents for the benefit of others allows an intimate sharing of who they are.
The document summarizes a workshop on building high-performing teams based on identifying and leveraging individual strengths. The workshop is presented by PROCEED, Inc. and funded by the CDC. The agenda covers defining leadership, reviewing the four leadership domains, defining strength-based teams, using a strengths assessment tool to identify the 34 talents, and team-building activities. The objectives are to discuss high-performing teams, identify strengths, and facilitate team-building. Research shows focusing on strengths boosts engagement and performance. Effective teams are built by understanding strengths within the executing, influencing, relationship-building, and strategic thinking domains.
Work Life Integrity: The Science Behind Personal Change (DF16)Ayori S
Our mind is wired to resist change while simultaneously offering astounding capabilities for adapting to change. This session highlights the brain science that defaults our behavior to resist change and offers a design thinking approach to enable you to develop your brain to take control and harness the power of personal change.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Strengths Based Leadership Intro To Indvidual Contributorpatrickking
The document discusses strengths-based leadership and introduces key concepts. It states that everyone has talents that cannot be taught, only developed. It emphasizes focusing on strengths rather than weaknesses, and using one's talents and strengths to maximize success. It also discusses the four domains of leadership - executing, influencing, relationship building, and strategic thinking - and how effective leaders build teams with a diversity of strengths across these areas.
StrengthsEngage - How to understand your Clifton StrengthsFinder resultsPatrick Kayton
Gallup's Clifton StrengthsFinder has gained great traction in the US and elsewhere, as a powerful means of building self awareness, which is the cornerstone of great leadership. StrengthsEngage is a powerful next step in understanding the results of your StrengthsFinder assessment.
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
Here are 6 out of 10 helpful tips on how to build trust in a relationship. For 4 more tips of this type, click the link: http://vkool.com/how-to-build-trust/.
1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
How to Groom Your Millennial Employees to Be Effective Young LeadersMonster
Due to demographic trends, many companies have to move Millennials into leadership roles sooner than generations before them did. But are your younger employees prepared to assume these roles and responsibilities? In this info-packed webinar, Lisa will provide tips and insights to help you begin fostering a leadership mindset within your Millennial talent (even an entry-level manager position is a leadership role!). And smart companies know the future of their success is based on grooming their Millennial employees sooner, rather than later, for leadership.
The tips and insights shared are things that both bosses and Millennials will benefit from!
Using data from thousands of leaders around the world, we explore whether it makes sense to expect our leaders - even the best and brightest - to be effective at both managing relationships and driving for results.
- The document discusses the importance of leadership and outlines research showing that highly effective leaders have significant positive impacts such as lower employee turnover, higher customer satisfaction and net income.
- It emphasizes that leaders do not need to be perfect across all skills but should focus on developing their key strengths, getting feedback, and practicing leadership skills.
- Building self-awareness, strengthening a few key competencies, and leveraging strengths can allow anyone to become an extraordinary leader according to the research presented.
Clay Staires | Leadership Development | www.claystaires.com Why am I so tired? Why am I not fulfilled by my leadership position? These are common questions asked by leaders and Clay explains the two reasons why leaders fail to reach their full capacity and impact.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and strategy, and motivating teams. Great leaders inspire others, communicate a clear vision, empower their teams, and focus on customers. Effective leadership involves developing trust, sharing responsibility, setting goals, and recognizing employees. Leaders must remove obstacles, focus on value creation, and make excellence a habit.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and strategy, and motivating teams. Great leaders inspire others, communicate a clear vision, empower their teams, and focus on customers. Effective leadership involves trusting employees, sharing decision-making, setting goals, and recognizing contributions to motivate high performance. Leaders develop ownership, encourage talent, remove obstacles, and focus on creating value for customers.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and customer focus. It provides recommendations for becoming a better leader such as learning to empower and encourage talents in others, developing a clear vision, and focusing on customer needs and problem solving. Overall the document offers advice and perspectives on cultivating strong leadership skills.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, and developing a vision. It provides recommendations for becoming a better leader such as learning to trust and empower others, encouraging individuals to achieve their full potential, and creating a vision to inspire and guide an organization. Effective leaders focus on customers, set high standards, and inspire others to achieve more than they thought possible.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and strategy, and focusing on customers. Great leaders inspire others, empower their team, and focus on developing a clear vision and strategy to solve customers' problems. Effective leadership involves motivating employees and gaining their trust and commitment through open communication, empowerment, and developing a shared vision for the future.
This document discusses optimizing team performance through effective conversations between leaders and their team members. It notes sobering statistics showing that most organizations struggle to engage employees and lack leadership development. Effective conversations are important for building trust and enhancing productivity, yet many leaders fail to listen or seek input from their teams. The document then outlines common barriers to communication like a lack of feedback. It proposes using a "five conversations framework" to regularly discuss job satisfaction, strengths, opportunities for growth, learning needs, and ways to improve operations. The importance of questions in good conversations and regularly meeting with direct reports are also emphasized.
Leadership Academy - Missouri Association of RealtorsClay Staires
Clay Staires talks about the three moves to expand your leadership and he teaches how to get people to do what you want them to do because they want to do it. It's the jedi mind trick in reality.
The document discusses selecting and hiring employees based on identifying talents rather than skills or qualifications alone. It recommends that companies:
1) Define the key talents needed for a position rather than just the skills.
2) Use talent-focused interview questions and assessments to identify if candidates possess the needed talents, which cannot be trained for.
3) Hire based on how well candidates' talents fit and can be applied to the specific position, rather than just their qualifications. The goal is to hire the best potential employee, not just the best candidate.
This document discusses employee recognition, including what it is, what it isn't, and the benefits of recognition. It outlines that recognition acknowledges individual or team behaviors and accomplishments that support organizational goals. Recognition should come from managers and peers on a daily basis. When companies spend over 1% of payroll on recognition, 85% see positive impacts on engagement. The benefits of recognition include improved performance, increased employee happiness, identifying weaknesses, and helping with onboarding and goal setting. The document provides tips for making recognition easy to implement through social recognition, established criteria, timing, frequency, and peer recognition.
The document discusses strategic leadership and provides information on its objectives, functions, and models. It describes strategic leadership as providing vision and direction for organizational growth by developing a roadmap to achieve goals. It outlines seven functions, including purpose/vision, strategic thinking and planning, and lists four leadership styles in the managerial grid. The document emphasizes that great leadership challenges processes, inspires shared visions, enables others, models the way, and encourages others.
15 Questions To Ask As Part Of Your Own Leadership Audit Maria Pastore
12. How Do Unconscious Biases Impact My Decisions?
Unconscious bias affects decisions. We’ve developed many kinds of biases to help us navigate the world with a minimum effort, but they can also hinder someone from considering different options when making decisions. Leaders should learn to accept that we are all biased before we can begin to take positive action to identify them and to mitigate bias with specific strategies. - Maria Pastore, MariaPastoreCoaching.com
This document is a newsletter from Pursuit NHA International discussing various topics related to leadership and business management. It contains the following:
1. An article asking what questions the most successful leaders ask themselves, such as how they spend their time, communicate vision/priorities, give feedback, and coach successors.
2. A section on commonly used acronyms and their meanings in business.
3. A piece explaining that while National Account Executive roles are desirable, they are difficult to recruit for due to candidates' unwillingness to start from the bottom at a new company.
4. An announcement about Pursuit NHA becoming accredited to use psychometric assessment tools called "Insights" to help
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
This document discusses leadership, management, and achieving explosive growth for a business. It identifies common problems that businesses face when stuck at certain revenue levels and why change efforts often fail. It emphasizes the importance of having a clear vision, strong communication, and building trust. Good managers focus on identifying and developing the talents and strengths of their employees. The key to explosive growth is maximizing current assets, tripling efforts in key areas, coordinating internally, and paying attention to cash flow while maintaining a leadership mindset.
This document discusses leadership derailment and how to recognize when leaders are at risk. It defines derailment as behaviors that make an once competent leader ineffective or damaging in their role. Common attributes that lead to derailment include arrogance, poor performance, relationship problems, lack of self-control, inability to build a team, and lack of self-awareness. The risk of derailment increases during times of transition, increased workload, unclear expectations, lack of feedback, and when "bad behavior" is tolerated. The document outlines two studies on ineffective executives and patterns of derailing leaders. It provides recommendations for increasing self-awareness and self-regulation to help leaders at risk of derailing.
Similar to Everything You Ever Wanted to Know About Leadership (In Sixty Minutes or Less) (20)
Answers to the World's Scariest Employment Law QuestionsMark Toth
This document appears to be a transcript from an employment law webinar. It discusses various scary employment law questions and issues that employers may face, such as FMLA compliance, ADA accommodations, terminations, and discrimination claims. The presenter aims to make these complex legal topics less scary by providing straightforward advice and summaries. Interactive polling questions are also included to engage participants.
Everything You Ever Wanted To Know About NegotiationMark Toth
This document is a summary of a webinar on negotiation skills. It provides tips on preparing for negotiations, different negotiation models and strategies, building negotiation skills, and closing deals. It emphasizes the importance of preparation, understanding interests rather than positions, finding mutual gains, and maintaining a collaborative approach. Interactive polling questions gauge participants' negotiation comfort levels and preferences. Resources like books and movies on negotiation are also recommended.
What's New and What's Next in Employment Law for 2014Mark Toth
Mark Toth, Chief Legal Officer for North America at ManpowerGroup, provided a presentation on the latest employment law updates and trends. Some of the key points covered include:
- Employment laws are becoming more complex and difficult to comply with, and employment law claims are increasing. Wage and hour lawsuits and EEOC recoveries are rising.
- Many employee engagement levels are low, and employees are increasingly disgruntled. Employers need to focus on keeping employees "gruntled".
- EEOC priorities include pregnancy discrimination, ADA compliance, harassment issues, and access to the legal system. LGBT and criminal background check compliance were also discussed.
- Wage and hour compliance remains
This document provides a summary of an employment law presentation aimed at making employment law less scary. It begins with official disclaimers about not relying on the presentation as legal advice. The presenter then outlines some of the scariest employment law issues according to surveys, including medical leave, terminations, wage and hour issues, and harassment. Throughout, the presentation provides tips on how to reduce legal risks in these areas through proper documentation, training, and consultation with legal experts. The overall goal is to help employers better understand and manage their employment law obligations.
What's New and What's Next in Employment Law for 2014Mark Toth
This document provides a summary of Mark Toth's webinar on employment law updates for 2014. It discusses several new and changing areas of employment law that employers need to be aware of, including developments related to the EEOC, wage and hour laws, FMLA, ADA, social media, and termination practices. Toth emphasizes the importance of knowing the latest laws, focusing on high priority issues, thoroughly investigating all claims, and properly documenting all employment actions to avoid legal risks and stay out of jail in the new year.
This document provides a summary of the Family and Medical Leave Act (FMLA) including:
- Employers with 50 or more employees are covered by the FMLA
- Eligible employees are those who have worked for their employer for 12 months and 1,250 hours in the last year
- The FMLA provides up to 12 weeks of unpaid, job-protected leave per year for qualified medical and family reasons
- Employers can require employees to substitute accrued paid leave for unpaid FMLA leave.
Answers to the World's Scariest Employment Law QuestionsMark Toth
Here are a few tips to help simplify FMLA administration:
1. Designate leave as FMLA-protected as soon as you have enough information to do so. This protects the employee's job and puts everyone on the same page.
2. Use a third-party administrator to handle paperwork and certification. They are experts and can streamline the process.
3. Train managers on their notification obligations when leave is foreseeable vs. unforeseeable. Clear communication is key.
4. Maintain leave records electronically for easy access and tracking intermittent leave.
5. Certify chronic conditions annually rather than every 6 months if the condition/treatment plan hasn't changed.
6.
Everything You Ever Wanted to Know About Employment Law (in 60 seconds or less)Mark Toth
Mark Toth, Chief Legal Officer of North America for ManpowerGroup, gave a presentation on employment law topics. He discussed how employees are increasingly disgruntled, with over half thinking about leaving their current job. He also covered new legal developments, common discrimination claims, ways employers get sued, wage and hour issues like classifying workers correctly, and managing risks from social media. Toth emphasized staying compliant with laws, properly training managers, and addressing any legal issues promptly to avoid costly lawsuits.
Everything You Ever Wanted To Know About Employment Law Mark Toth
The document provides an overview of a presentation on employment law given by Mark Toth, Chief Legal Officer of North America for ManpowerGroup. Some key points from the presentation include:
- Employees are generally disgruntled, with over half saying they would fire their boss and nearly half thinking about leaving their current company.
- Wage and hour violations, particularly in California, often result in large class action lawsuits against employers. Proper classification of employees and compliance with overtime rules is important to avoid liability.
- Employers only win about half of the employment lawsuits filed against them. Discrimination, particularly age and disability, are common claims.
- Social media use policies and NLRB compliance around
This document discusses employee engagement and provides a series of multiple choice questions and answers on the topic. It begins with a disclaimer stating that the presentation should not be construed as legal or medical advice. It then outlines an "Engagement Workout" that includes sections on warming up, the core of engagement, balancing engagement initiatives, envisioning the company's direction, empathizing with employees, enhancing employees' growth, empowering employees, and evaluating engagement efforts. Throughout are facts and statistics about engaged versus disengaged employees from various sources like Gallup, Towers Watson, and others. The overall message is that improving engagement benefits both employees and employers.
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This document provides an agenda and materials for a webinar on leadership presented by Mark Toth, Chief Legal Officer of North America. The webinar covers various topics related to leadership such as defining a leader, leadership styles throughout history, how not to lead through examples like pride and lies, and exercises for developing leadership skills like caring, learning, and developing others. It also includes polling questions to engage participants and information on receiving continuing education credits for attending.
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Here are the key NLRB rulings in plain English:
- Employees have the right to use company email and equipment for union organizing on non-work time.
- Mandatory arbitration agreements can't block employees from joining together to pursue work-related legal claims.
- Classifying workers as supervisors just to exclude them from unionizing won't necessarily work.
- Overly broad social media, camera and confidentiality policies could interfere with protected concerted activity.
- Non-disparagement rules may chill protected discussions of working conditions.
- At-will employment can still be terminated for good cause, but not for union or protected concerted activities.
The bottom line is the NLRB
The document is a presentation by Mark Toth, Chief Legal Officer of North America for ManpowerGroup, providing an overview of key employment law topics. The presentation includes:
1) A competition to test knowledge of employment law statistics and developments, covering topics like common discrimination claims, EEOC activity, and social media issues.
2) Updates on the increasing number of employment lawsuits, larger lawsuit values, and growth areas for claims like wage/hour violations.
3) Discussion of legal issues around using social media to screen candidates, developing social media policies, and monitoring employee social media use.
4) Reviews of developments in disability, medical leave, and genetic information anti-discrimination laws.
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71. The of a Leader: DEVELOP If you generally ignore your employees The chances they’ll be actively disengaged are If you focus on employee weaknesses The chances they’ll be actively disengaged are If you focus on employee strengths The chances they’ll be actively disengaged are Sources: Right Management, Gallup Organization, Strengths Finder 2.0, HR Management (2010), Seven Strategies to Engage Employees (2010) 40% 22% 1%
Thank you so much for joining us for Everything You Ever Wanted to Know About Leadership (in 60 Minutes or Less). As of right now there are 67,404 leadership books on Amazon.com. There’s The 1 Thing You Need to Know, The 3 Leadership Imperatives, The 4 Obsessions, The 5 Dysfunctions, The 7 Habits, The 21 Irrefutable Laws, The 100 Undeniable Principles, The 365 Daily Insights. Our goal here today is to cover them ALL in the next 58 minutes and 47 seconds. Along the way we’ll hear the wisdom of Abe Lincoln, Mother Teresa, Vince Lombardi, Oprah, JFK, MLK, Steve Jobs, Dr. Seuss and maybe even … God. Here’s our agenda . . .
First, I’d like to thank all of YOU for all your input. We conducted extensive surveys, polls & interviews. I read literally a 32-foot-high stack of books, articles, blog posts, dissertations and other materials suggested by YOU. Talked to CEOs, HR professionals, IT leaders, marketing gurus, venture capitalists, teachers, students, retirees. All sorts of leaders and -- probably even more importantly – all sorts of followers. So here’s what we’ll cover. First, a few minutes on L basics. Then, the complete Hx of L in 3 mins or less. We’ll then look at patterns from lawsuits and other workplace disasters to come up with a simple how NOT to lead formula. Then we’ll examine how TO lead with a little something we’re calling the Leadership Workout. Then we’ll conclude with a peek into the Future of Leadership. But that’s not all. There are loads of bonus materials in the back of your PPT on everything from Leading Change to Leading Meetings. Other info will be posted on my Blawg – marktoth.com -- in coming days. Immediately after this webinar, visit the Blawg to take part in our official “Smartest Person in our Audience” quiz where we’ll see who does the best job of staying awake here today. As always, we’re going to move FAST. This will be a high-impact and quite possibly perspiration-producing presentation. Let’s go!
Let’s start with some leadership basics to make sure we’re all on the same page.
So, what exactly is a L? Great place to start.
Another key question: So, what’s the difference between a L and a mgr? Steven Covey says: Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. That’s pretty deep. Another one …
That’s WHAT a L is. So exactly WHO is a L? Good news is every single one of us is a potential L. Doesn’t matter what your position is. Even lawyers can be leaders. We all have huge oppty to influence others. Co-workers. Subordinates. Bosses. Clients. Vendors. Friends. Family. Lots of oppties to put what hear today into practice.
Here’s another great quote …
No matter what you’ve done or not done in your career, YOU can lead and quite possibly become a truly great leader. To help demonstrate, as you can see on our screen there, it’s time for our first Text-o-rama. I’m going to read off a list of “accomplishments” by one well-known leader. The first person to text us at the number on the screen: 414/899-0126, that’s 414/899-0126 -- with the correct identity of the person will win a $50 gift certificate good for any of the fine merchants @ giftcertificates.com. Just type in your first name so we can identify you + the name of the leader. Here we go. What leader had this in his past? Lost his first job. Then ran for the state legislature and lost. Then failed in business. Then he got elected to the state legislature but shortly thereafter had a nervous breakdown. Then he failed in an attempt to become speaker of the house. Then he failed in a run for Congress. Then he failed in a US Senate race. Then he failed to get the nomination for Vice President. Finally he failed again in another senate race. Who was this man of many failures? The answer in a few moments …
OK, now it’s time to turn to our true experts on L: YOU.
First, we asked you all a simple question: Who is your favorite leader and why? Interesting: #1 choice far and away was … NOBODY. Most people told me they really don’t have a favorite. EVERYBODY’S flawed was what I heard. When you did name someone most often it was some lofty and/or historical figure. Topping the list were spiritual leaders like Jesus and Gandhi and Martin Luther King, Jr., followed by dead politicians like Abe Lincoln and Ronald Reagan. A number of you mentioned fictional characters like Harry Potter and others. Followed by innovative geniuses like Bill Gates and Steve Jobs. Then sports giants like Vince Lombardi and John Wooden. Few even mentioned their bosses, both current and past. And a few humbly identified themselves when asked who their favorite leader is.
As far as YOUR LEAST fave Ls, there were some similarities to last list. But rather than dead politicians, tended to list living politicians. I won’t mention them by name but let’s just say that no political party was left unscathed. Next were evil dictators like Saddam Hussein, Stalin and others too nasty to mention. Fallen CEOs made the list. Your bosses and YOU made this list, too – although when people mentioned themselves for THIS list it was often in the past tense before they became the fabulous YOUs that made the LAST LIST.
We also conducted an online poll to determine the Top Ten Leadership Books of All Time. Here are the rather surprising official results. Basically, it was God, Dr. Seuss and then everyone else. They were: 1. The Bible (by a landslide, I might add) Oh, the Places You’ll Go! The 7 Habits of Highly Effective People (Covey) 4. The 21 Irrefutable Laws of Leadership (Maxwell) 5. The One Minute Manager (Blanchard) 6. Good to Great (Collins) 7. Fish! (Lundin) – great little book 8. How to Win Friends and Influence People (Carnegie) 9. On Becoming a Leader (Bennis) 10. The Leadership Challenge (Kouzes) One thing we heard over and over. Be careful what you read. One leader I interviewed: No fave book. No recipe. Minute think there is = not a L. G2G is a “great” example of this cautious approach to reading. Of the 11 supposedly great companies, 1 – Circuit City – has since gone bankrupt. Another – Fannie Mae – was part of the mortgage debacle. Overall as a group they underperformed vs. the average mediocre S&P500 company. [Several leaders insisted that books are outdated the moment they’re printed. Recommended reading The Economist (instantly look smarter just from carrying it around), HBR, McKinsey Quarterly and WIRED.]
The answer to our first Text-o-Rama is none other than Abe Lincoln. After all the failures we enumerated, he went on to be elected President of the U.S. and one of the few people that most experts – and YOU -- agree was a truly great leader.
Now it’s time for …
For more than a century, leadership models have been based on methods developed during the Industrial Revolution. The rise of big organizations led to what you see here. (Read) Mostly designed to facilitate assembly-line mass production.
Then in the 60s & 70s people started experimenting, questioning the old models more and more. Lots and lots of theories. Situational leadership, consultative leadership, participative leadership, contingency leadership, non-leadership leadership. Things got pretty heavy, groovy, funky & far out and then came …
The Age of Jack. Jack Welch’s name used to come up all the time as the world’s greatest leader. Not so much anymore. In fact, almost no one I interviewed even mentioned him, which would have been unthinkable just a few years ago. What’s happened? A lot . . . 1 CEO I interviewed shared an interesting FORTUNE Magazine critique of Jack Welch’s legacy. Here’s what they described as the Old Rules, still followed by plenty of companies. (READ) So what are the new rules?
Here are the rules in the new Age of YOU Rather than big is better, agile is now #1. Rather than seeking world domination, companies are trying to find a niche where they can excel or create something new that adds actual value. While shareholders are still obviously important, it’s becoming more and more evident that customers are the ones who really rule. Rather than slashing inside, companies are looking out first to see what the world and customers need before making internal changes. Instead of dumping a certain % of employees each year, companies are looking to hire passionate people with strengths the company needs. And last, the era of the celebrity CEO is giving way to a more courageous and, often, humble leader.
In other words, it’s all about PEOPLE. We are now entering the Human Age. Pressure from all the forces you see there is resulting in a recognition that access to talent, not capital, will be the absolute #1 differentiator among winners & losers. Simply put, companies and leaders that find & grow talent will win. Those who don’t, won’t.
Now it’s time for how NOT to lead. To prepare this, I analyzed patterns from virtually every lawsuit in the hx of mankind. Here’s what I found …
At the heart of virtually every major lawsuit is a failure in leadership. The higher up the failure, the bigger the lawsuit. To get a little deeper, I looked at companies that went from good to gone …
Here they are. The ?: WHY did all these good companies go bye-bye? Enron was named Fortune Magazine’s most innovative company 6 yrs in a row. $65B in assets. But it’s gone. Then came WorldCom bankruptcy in 2002 with assets of more than one hundred billion, dwarfing Enron’s. GONE. Bear Stearns was named F’s Most Admired securities company. Three hundred and ninety-five billion in assets. GONE. Lehman Bros, a 158-year-old investment bank, still holds record as the largest bankruptcy in US hx. More than six hundred billion in assets. GONE. So, WHY did all these companies go from … Good to Gone?
In looking at all the lawsuits & facts & data, there appeared to be 4 clear FAILURE FACTORS at the heart of these collapses and basically every other failure in leadership history if you think about it. If want to fail as a leader, make sure you’re filled with each of these. (READ) Let’s get a bit more specific …
Some stern warnings out there on pride from everyone from God to Jeff Foxworthy as you can see there on your screen. As the age-old Proverb says: “Pride goes before destruction, a haughty spirit before a fall.” Leaders who hog the spotlight, take all the credit, do all the talking, brag, show off and mistreat others because of their position won’t lead for long. It’s the opposite of everything at the heart of great leadership. If you’re filled up with pride, you’ll soon be down.
Here’s the 2 nd Failure Factor. (Pause) With all due respect to Gorden Gecko, GREED is NOT good. As you can see here, political analysts, rockers, rappers and even children’s characters agree. I personally like the last one. (READ) Or as Shaggy says: Take heed. Stop the GREED.
What about FEAR? One expert called it the darkroom where negatives develop. Or put another way: FEAR is False Evidence Appearing Real.
Humans are filled with fear. There are now more than 500 documented phobias. There’s even Phobefobia (fear of phobias). Here’s a deep question: Sharks or Cows. Which do you fear more? When I was 12 my family prepared for our first trip to Fla by watching Jaws. Thanks, mom and dad. I was terrified for weeks, barely stuck a toe in the water. But guess what? My fear was unfounded. According to the folks at dailyrandomfacts.com, Americans are TEN TIMES more likely to get stepped on and killed by a cow than eaten by a shark. Ten times. In other words, it’s far more dangerous for me to live here in Wisconsin than to go boogie boarding somewhere in Florida. We do this all the time in business. We let unfounded fear govern our decisions. We fear losing our job, we fear looking bad, we fear making mistakes, we fear our boss, we fear being found out for who we really are. Fear, fear, fear. Many execs in the good to gone companies admitted being driven by FEAR which clouded their judgment. Are you?
Last, we have LIES. Honest Abe Lincoln said (Read Quote) That’s backed up by science. According to a USC study, it takes far more brain matter to lie than to tell the truth. It’s harder. As for the second point, about the only Enron exec not in fed prison is Sharron Watkins, its lawyer. She’s the one who blew the whistle on the whole mess. She told the truth internally and eventually externally even though it seemed fatal to her career at the time. I’m pretty sure now she’s glad she did.
So, let’s stop here & ask ourselves a question that gets to the very core of all four of those failure factors: “Is it all about ME?” or “Is it all about WE?” Put another way: Are you in it for YOU? Or for others and for your organization? Give that some deep thought. Answer honestly – remember, lying is more work.
Here’s a question for you all to further this discussion … Express yourselves
15%. True for other sports as well and also, interestingly enough, for the Oscars. Only about 15% of best picture winners had either the best actor or actress. The point? WE is more important than ME. If you don’t grasp that you won’t have many followers.
That’s enough about NOT to lead. Let’s turn our attention to how TO lead with a little something we’re calling The Leadership Workout .
Most leadership books spend the bulk of their pages on externals, on actions, on symptoms, but rarely talk about the real root causes. Well today we’re going to cut right to the very heart of leadership and then work our way outward. As with any workout, you have to strengthen your core first. Here’s the basic diagram. Start with the heart, then the mind, the ears and mouth and hands and then feet. Have to have ALL of these parts working together or you’ll fall flat on your face and can’t lead anyone anywhere. We’ll define each and then give you a set of exercises to strengthen your skills. Let’s begin.
The place to start … is the HEART. If your heart isn’t in the right place you’ll lead people to the wrong place. History is littered with lots of leaders who did just hat.
Here’s another question for you. The fine folks at MPG’s own RM surveyed more than 20,000 Ees to find out what keeps ‘em engaged. A lot of the choices on the list made the top 10, but which one was #1? (READ) ANSWER: The #1 answer was: “Senior leaders value employees.” That’s it. Or put another way …
LOVE! If you remember nothing else today, this is it. 99.99999% of leadership theory boils down to this one simple word. Want to lead people? Love ‘em. Want to lose ‘em? Don’t love ‘em. Want to stay out of court? Love your employees. Want a union? Don’t love ‘em. Want to make your clients happy? Love ‘em. Want to lose ‘em all and go bankrupt? Don’t love ‘em.
What does the heart of a loving leader look like? Here are the 4 chambers. As we just said, Ls need to really CARE about their employees. If you don’t care, neither will they. The next piece is just as vital. If you aren’t HUMBLE, you’re going to stumble. Humility was the #1 leadership trait ID’d in Good to Great and is at the very heart of Steven Covey’s books, as well as countless other books and studies. In short, great leaders put their org and others first above their own self-interest. WE above ME. Research also shows that the hearts of great leaders overflow with HOPE of a better tomorrow. America’s banking system collapsed a few hours before FDR gave his first inaugural address. Did he panic? Nope. He expressed … hope. Dr. Martin Luther King, Jr. didn’t preach vengeance but a hope ful dream of justice & equality for all. Hope matters. And last, a company without an ETHICAL heart is rotten to the core. Just think of all the Good to Gone companies we discussed before. This is backed up by hard facts. I’m happy to say that MPG was recently named one of the World’s Most Ethical Companies. Acc’g to data on those companies, they outperform their less ethical counterparts by a whopping 7.3% each and every year. Their leaders also spend less time in jail, which is nice.
Want more evidence? Sports are a great way to test leadership theories . You get instant results. Perhaps the greatest coach in the history of any sport based purely on results was John Wooden. Here they are. Most coaches would be happy with one national championship. He had 10, including an absolutely unprecedented 7 in a row. (Read rest.)
But more impressive than WHAT he did was HOW he did it. Insisted on doing things the right way. No cheating scandals. No steroids. Players and even opposing coaches to this day still gush in their praise of him. Here are some quotes straight off what he called his pyramid of success he crafted over his years as a coach. Weren’t just words on a page. Applied ‘em every day. He said that LOVE is the most powerful four letter word. Started with the heart, not the scoreboard. He built great TEAMS by starting on the inside, not the outside. Just one example. As a young coach in the 1950s, his team won its conference and earned an invite to the national tournament. It was his first real taste of success. Could be something that moved him onward and upward to better things. But when he discovered that the tournament wouldn’t let African-American athletes play, he turned the invite down cold. Coach Wooden died last year at the ripe old age of 99, leaving a loving legacy of leaders, including CEOs that played for him, coaches, motivational speakers, asset managers, engineers, business owners, educators and humanitarians. He truly led from the heart.
So, here’s our exercise set for this section. What’s the condition of YOUR heart? (READ) If you’re like me, people would probably like to see a whole lot more of each of these. Please, exercise your heart every day! There’s nothing more important you can do as a leader.
Here’s some recommended reading if you want to get deeeper. Aim for the Heart is a great little practical book.
The next layer is the MIND of a leader.
When it comes to your brain, here are the top four things you should do with it as a leader. (READ)
Great leaders are constantly LEARNING. Learning is truly indispensable. Learn the biz. Learn customers. Learn, learn, learn, learn. Even people with large brains like Steve Jobs can learn. Some people forget this but he was once fired from Apple. His biggest mistake? Using a closed system that shunned independent developers and stunted innovation. When he returned, he took the opposite approach. He opened up development to the techie community and the result was the iPod, iTunes, iPhone, iPad, apps, apps and more apps. He LEARNED.
Leader brains should also CREATE. According to IBM’s Global CEO Study, the #1 leadership quality to cope with the complexity of this world is CREATIVITY. It’s getting more and more important every day to be able to tackle that complexity by setting aside old assumptions and develop new solutions .
The 3 rd brain skill: DECIDE. Want to be a CEO? Decisiveness is one of the key competencies that all CEOs must have, according to hot-off-the-presses RM research that will be released this week. You see the quote there from Steve Jobs. Being a leader means actually saying NO. He tells a story about how he took tons of heat for saying NO over and over to Apple entering the PDA market. He was convinced they were on the verge of being extinct. He was right. If he had said YES Apple would not have had the resources to develop a little something called the iPod and we probably wouldn’t be talking about him right now.
Fourth, your brain show know YOU. (READ) Lots of great tools out there. One leader turned me on to a tiny little book called StrengthsFinder published by Gallup. Takes about 45 minutes to read and then at the end you get an access code to an online strengths assessment test. You instantly see your top 5 and what’s good and maybe not so good about ‘em. Great tool we’ll discuss more later.
Here’s our brain exercise. Look at each of these and honestly assess the percentage of time you spend on each. If I’m honest, some weeks it’s pretty close to 0% for some of these. So busy with the day-to-day that I don’t spend nearly enough time growing the leader parts of my brain. A mind is a terrible thing to waste. If you want to be a L, spend some time growing yours.
Here’s this section’s recommended reading. If you want to get REALLY deep, on the right there read the May Harvard Business Review on what it takes to be a wise leader. My brain hurt after reading it, which is good.
Our last question was from the follower perspective. Here’s the leader perspective. (READ) Strategic vision is the #1 leadership competency, acc’g to brand new rsrch by RM. Named by 91.7% of leaders – nothing else even close. All the others in our ? made the top 4 except the last one, which should have in my opinion.
And now, the EYE
Just like the survey said, the first responsibility of a leader is to define reality or to rally people toward a better future.
To lead, your V should be CLEAR. If it’s not, you and others can’t see where you’re going. Here are some well known Vs. There’s Apple in 2 words. Think different. everything they do. Disney. Make people happy. Vision went from Walt himself down to the janitorial staff at the park, all of whom smile 24 hours a day. Sam Walton. Buy bulk & discount. Simple, clear & direct man w/a simple formula. All it did was lead to the world’s biggest company. Microsoft. Computer in every home. Bill Gates used to repeat this vision every .03 seconds. Became reality.
Here’s some EYE exercise to do when you get back to your work. Look up. Stop your day-to-day and picture the future. Where do you want you and your team to be in a year. 3 yrs? 5? If you don’t do that, won’t happen. Look out. What are your customers going thru? Your competitors? Others around you? Look in. Use your heart and your mind to spell out your V. Write it down. Simple. Vivid. Aspirational. Inspirational. Discuss with your team and get their thoughts. Kick it around.
OK, here’s our next question. (READ) Answer: As someone’s immediate manager you’re in the best posn to impact the #1 driver of EE engagement, which is having Ees who agree with this statement: “My opinions count.” So D is the correct answer. They want you to VALUE their opinions. But are you really listening?
Let’s talk about the EAR of a leader.
(READ)
Here’s every listening skills training in the history of the universe on one slide. Listen first. And maybe second, third, fourth and fifth. Surround yourself with people who will actually tell you the truth. When you listen, make eye contact and restate what you hear to ensure understanding. Put down the dang phone and always follow the 2:1 ear-to-mouth ratio. One other side benefit: listening is actually good for you. According to a University of Maryland study, blood pressure lowers when we listen and rises when we speak. In fact, it’s actually lower when listening than it is when we stare at a blank wall. So I’m actually lowering all of your blood pressure right now. You’re welcome.
Here’s a real-life example. It’s a fact of history that Abe Lincoln had big ears. He sought out advice even when it hurt and he actually LISTENED to it. Right after he won election for President, Lincoln stunned the nation by appointing his chief rivals to his cabinet. Imagine that. Like having John McCain and Sarah Palin in the White House right now. Kind of interesting to think about. Well, when he was questioned about the sanity of the decision, Lincoln responded that he wanted the very best people for his cabinet whether they agreed with him or not. Awesome lesson on listening to a diversity of opinions. Having diversity in your workplace, diversity on your teams. In fact, this country might be a whole different place if old Abe hadn’t been willing to listen.
So, here’s your assignment on this one. Pick up this book, tells the whole Lincoln story I just related (but much better). If you want to cheat, you can wait til next year when it will be coming to a theater near you, courtesy of Steven Spielberg and starring Daniel Day-Lewis as Honest Abe.
Now on to the MOUTH of a leader . . .
What do they hear? Here are some sad statistics showing that you’re basically ignoring me right now: If all you do is sit there today and listen to me, you’ll only retain about 15% of what you hear. If you’re reading along, you’ll retain up to 22%. But if you discuss the material, practice it and actually DO it, your retention skyrockets to near 90%.
What do employees want to come out of your mouth? Your V. The strat behind the vision. Your expectations of them. And how they can contribute to meeting your customers’ needs. Don’t talk about anything else til you’ve got those covered.
Here’s every leadership communication book in history on one slide. The first one is a great place to start. Mother Teresa said: “ Let us ALWAYS meet each other with a smile, for the smile is the beginning of love.” That’s beautiful. Encourage one another. Mother Teresa also said: “Kind words can be short and easy to speak, but their echoes are truly endless.” Keep it clear, compelling and creative, otherwise they won’t hear you over all the clutter out there. Show don’t tell. Use stories, analogies, real-life examples. Have FUN. Always always always tell the TRUTH. And repeat. Repeat. Repeat. In his “I have a dream” speech, MLK repeated that phrase 8 times and the word freedom 30 times. As a result, we’ll never forget.
Want to be a better communicator? Get on YouTube and watch MLK’s I Have a Dream speech over and over until you’ve memorized every nuance. True masterpiece of communication. And later today tune in to Oprah’s grand finale and watch another fine communicator in action. She really connects to her audience’s heart.
Next question. (READ) According to RM’s research, having an actual discussion about career dev’t is the very best way to engage your direct reports. (Although my guess is that “E” would be a very close 2 nd .)
OK, now it’s time for ACTION. The HANDS of a Leader.
OK, so after all that touchy-feely stuff, now we move on to what Ls actually DO. Actions speak waaaay louder than words. (READ)
3 essential things a leader must DO: Take people by the hand and DEVELOP ‘em. Then work as a team to EXECUTE the strategy. And then REPEAT. That’s it. If you develop your people and execute your strategy better than your competitors, you will WIN. It’s that simple. Want proof? One leader that came up over and over in our research was Vince Lombardi, the legendary coach of the GB Packers. Think you have trouble attracting & retaining top talent? Imagine trying to convince professional athletes to play outdoors in the tiniest city in the NFL where the average temperature is approximately negative 79 degrees. But Lombardi did it, following this basic formula. Develo. Execute. Repeat. Won 5 championships, including the first 2 Super Bowls with a team that was failing before he came.
Here’s what he said about development. (READ) Or as another leader said . . .
Some more facts … If you’re the kind of leader who generally ignores your team, they’re 40% more likely to be actively disengaged. No way you’ll win. If you coach ‘em but focus on their weaknesses, 22% chance actively disengaged. Little chance you’ll win. BUT if you focus on strengths, only a 1% chance actively disengaged. WIN. Studies show highly engaged teams are 70% more productive, have 70% less turnover and 44% more profitable. If you remember back to our Brain discussion, use the StrengthsFinder or other similar tool to diagnose your team’s strengths . See where you’re strong and where you might need to add some diversity of talent where key strengths are missing. And then go out and get that talent.
So, that’s DEVELOPMENT. But you still have to EXECUTE. Lots and lots and lots of books and courses on how to lead execution. Here’s what a leader MUST do (but very few actually do). It’s really pretty simple. Set clear priorities. 3-4 max. Ask yourself are they really clear? Are they the right ones? Then … DO them. Follow thru. Biz world is littered with literally bazillions of initiatives that never got off the ground. Reward those who actually did what they were supposed to. And then Repeat. That’s it. You will all now be flawless executors. Enjoy winning.
Here’s some hand-y reading recommendations. Lombardi and Fish! Fish! is a great book recommended by one of the leaders I interviewed – shows how to execute and have fun at the same time. Just might change your life.
Nearing the end. Can’t go anywhere unless you have the FEET of a leader.
Let’s cut right to the chase . . . No one will follow you unless you actually model what we’ve talked about. Walk the walk. Or, maybe more aptly, run the run Terrain will be rough. Gotta have balance . Balance is key. If let work life get out of whack like so many “Ls” do, will end up being a lousy L in other areas of your life. As Walt Disney said: “A person should never neglect family for business. Love begins by taking care of the closest ones. The ones at home.” Don’t neglect your family and friends. Can’t be a truly great leader if not a great leader there. People will see right through you. Speed and agility needed now more than ever in our increasingly hyper-paced world. As for perseverance , life is a marathon, not a sprint. As Winston Churchill said: “N ever flinch, never weary, never despair.”
These are the top future leadership factors identified by a consortium of 27 world-class leadership consultants, including Right Management. Hot off the presses – not even released yet. (READ) Future leaders will need not just agility but MEGA-agility as things move faster and faster. One of the key things you need to develop. Cross-cultural sensitivity and a global mindset get more critical every single day. We’ll need to creatively manage an ever-increasing deluge of info and complexity. And, last as always, it’s the HUMAN AGE – talent will be the key to the universe.
Every good workout has a cool down. Here’s ours …
Here’s a handy summary of everything we covered. Let’s review it one more time just to make sure it’s in your heart, head and everywhere else. Lead with the heart. It’s the best place to start. LOVE, LOVE, LOVE. Grow your brain. Learn, Learn, Learn. Look up and develop your stategic vision. Without V, you and others can’t see where to go. Listen first and when you talk be clear compelling and creative. Then it’s time to DO. Develop others and execute better than your competitors and you’ll win. Then it’s time to run w/balance, speed and perseverance. Marathon not a sprint.
Final Text-o-Rama of the day. First person to correctly ID the person who said the following will win a $100 gift certificate. Here goes . . . Be your name Buxbaum or Bixby or Bray or Mordecai Ali Van Allen O’Shea You’re off to Great Places! Today is your day! Your mountain is waiting. So . . . GET ON YOUR WAY ! Let’s move on as the texts roll in …
For more on this topic, visit the Blawg. We’ll put up additional materials that we couldn’t fit in today. And remember to participate in our Smartest Person in our Audience Contest immediately following this webinar. The address again is marktoth.com. For deeper leadership assistance, feel free to contact Michael Haid, SVP of Talent Management for the Americas Region of Right Management. RM has I believe more leadership coaches worldwide than any other org on the planet. Or you can always contact your favorite ManpowerGroup contact. We’re all happy to provide solutions to help you WIN in the changing world of work. And the winner of our last TEXT-O-RAMA is . . . ______ with the correct answer of Dr. Seuss. Congrats! THANK YOU so much for your time and attention today. We really really really appreciate it! Now get out there and LEAD !
One slice of execution is CHANGE. Can take week-long courses on change management. I’ve taken a few. Here they are on one slide. Don’t make this complicated. Death of anything. It’s really this simple. Need a team. Leader can’t do it alone. Empower ‘em. If not, not really a team and will fail. Craft a clear & compelling V. Turn that V into action plan. If can’t, won’t work. Next two are where leaders often stumble. Communicate, communicate, communicate ‘til you want to vomit. But guess what? No one’s listening, as we discovered. Have to be creative. Stories. Encourage. Celebrate when get parts of plan done. Just like execution, follow thru. No magic formula. Actually follow through on change til actually happens. Don’t confuse yourself with extra “steps,” JUST DO IT, DANGIT.
Ever work at a place that had pre-meetings for prep meetings to get ready for meetings about meetings and then post-meetings to debrief the meetings to prepare for the next pre-meetings for meetings about meetings? I worked at law firms. I’ve had all of that and more. Here in one slide is every book on leading meetings ever written. If no agenda, no meeting. Honest robust discussion on topic. Have everybody stand if you have to. Capture action items so don’t have to repeat the same meeting over again. And then follow-thru on what you said you’d do. That’s it.
Leadership has to be a strategic focus or it won’t be a strategic focus. Centralized efforts work best. Owned by corporate, not geographies or businesses = more movement fr one to another. If want to develop Ls have to involved Ls. Hire Top Talent vs. try to fix mediocre talent. Link w/all HR systems, including perf mgmt, comp & job assignments across boundaries. And can’t lose customer focus. If can’t delight customers, doesn’t matter.
Could think of no better way to close this section than with insights from one of the worlds’ foremost experts on how NOT to lead – Michael Scott, formerly of NBC’s The Office. Fortunately for Dunder-Mifflin, Mr. Scott recently left the company to pursue other opportunities. Left behind a lasting legacy of lousy leadership lessons. Here’s a sampling … First one strikingly similar to some of the biz book mantras I read to prep for this. [Read thru ‘em.] Much more from Mr. Scott on Blawg if want even more inspiration.