If you fill the room

August 12, 2013

By Vidyut chandra Patange via Slideshare.net   Slideshare

19 challenging thoughts about leadership 2nd edition

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Authentic confidence

August 5, 2013

Note: Thanks to Dr. Ray Littlejohn for bringing this article to my attention.  … Wayne

By Dharmesh Shah via linkedin.com   Article

9 Qualities Of Truly Confident People

“1. They take a stand not because they think they are always right… but because they are not afraid to be wrong. …

2. They listen ten times more than they speak. …

3. They duck the spotlight so it shines on others. …

4. They freely ask for help. …

5. They think, “Why not me?” …

6. They don’t put down other people. …

7. They aren’t afraid to look silly…

8. … And they own their mistakes. …

9. They only seek approval from the people who really matter. …”


Cool stuff about performance

July 22, 2013

By  via executiveboard.com   Article

3 Mind-Blowing Employee Communications Stats

“As part of our research, we have surveyed more than 23 thousand employees globally.  From all this data, we have learned some truly cool stuff about employee performance and its motivators as well as leadership role in  driving performance through communication.You can see our entire research deck on our website, but I would love to give you a sneak peek into the 3 key quant findings for this year. …

Finding 1: Individual task performance alone represents only 51 % of employees’ potential performance impact. In fact, network performance (learning from others and teaching others) represents the remaining 49% of employees’ total performance potential.  This is a marked shift from just 10 years’ ago, where just doing well in your own job and turning in high-quality work on time represented 80% of employees’’ performance contribution. …

Finding 2: Commitment to company (sense of pride, ownership, feeling inspired by company’s vision) is NOT a significant driver of network (or even individual task!) performance.  What really matters for increasing employee’s performance is sense of feeling connected to their coworkers and having a clear understanding of company goals and how they connect to their work. …

Finding 3: Leaders have a large impact on employee’s performance, however not all leadership environments are created equal. Most members are currently focused on building up the human, authentic, inclusive side of leaders, but they are better off helping leaders be more enabling. More enabling leaders spend less time on trying to connect to employees, and instead focus on connecting employees to each other.”


In charge of nothing

July 1, 2013

By Gary Hamel and Polly LaBarre via blogs.hbr.org   Article

How to Lead When You’re Not in Charge

“In order to engage in a conversation about leadership, you have to assume you have no power — that you aren’t ‘in charge’ of anything … If, given this starting point, you can mobilize others and accomplish amazing things, then you’re a leader. …

What, then, are the attributes of individuals who can inspire others and multiply their impact?

They are seers — individuals who are living in the future, who possess a compelling vision of ‘what could be.’ …

They are contrarians — … It’s exciting to be around these free-spirited thinkers who liberate us from the status quo and open our minds to new possibilities.

They are architects — adept at building systems that elicit contribution and facilitate collaboration. …

They are mentors — rather than hoarding power, they give it away. …

They are connectors — … They help others achieve their dreams by connecting them with sponsors, like-minded peers, and complementary resources.

They are bushwhackers — … They’re more committed to doing the right thing than to doing things right.

They are guardians — vigilant defenders of core values and enemies of expediency. …

They are citizens — … They are other-centered, not self-centered.”

 


Fail because of attitude

June 17, 2013

By Paul H. Eccher and Dave Ross via talentmgt.com   Article

These Soft Skills Can Go a Long Way

“According to a recent study by global engagement research firm Leadership IQ, about 90 percent of new hires fail because of attitude, not because they lack a certain skill. As a result, it’s critical that employers take into account the soft skills of prospective employees and how these can help differentiate between pre-hires with similar backgrounds and technical abilities.

A few of the soft skills most repeatedly linked to executive success are:

Listening and collaborating. Executives who can give their undivided attention to others and are fully present in their communications often maintain better working relationships with people both in and outside of their organization. Rather than jump to assumptions during conversations, good listeners focus on understanding someone’s point of view rather than crafting their own response and asking questions that drive increased understanding and clarity. …

Motivating and energizing. An important part of coaching others and developing their skill sets includes the ability to understand what motivates and drives individual team members. …

Influencing across boundaries. Having the ability to sell one’s vision to others is a powerful soft skill, particularly for those in leadership, sales or marketing roles. Individuals who can articulate the “what’s in it for you” message project confidence, credibility and enthusiasm when presenting new ideas, products or services. Rather than focusing on the facts, influencers focus on personalizing their messages to resonate with their audience.”


Lead by facts

May 13, 2013

By Jim Womack via lean.org   Source

Making Things Better Without Authority

“Without broad authority, you have to lead by facts … You have to lead by learning more. You have to lead with a positive spirit. You have to help people raise their consciousness. People want to do better, they don’t have a method. You’re bringing the method.”


Failing successfully

April 29, 2013

By Dan Rockwell via Leadership Freak Blog   Article

“If busy equals success, you’ve arrived. But, the busier you are the easier it is to forget what matters.

Hectic leaders are distracted leaders.

Leaders without focus succeed at what doesn’t matter.

Busy leaders get results but ruin relationships, for example. Achieving results without building relationships is the formula for short-term success and long-term disaster.

Failing successfully:

A person without priorities follows urgencies. A person with priorities pursues significance.”