Great leaders are different than average executives. Great leaders hire and retain top talent. They create a vibrant culture that motivates and brings the best out in people. They have a great vision and a bias toward action.
Collaboration is all well and good, but personal magnetism still drives results.ach in
I'm not sure I would agree with the author's point that getting things done requires personal magnetism. I've had the fortunate experience over the last 30 years to observe over 30,000 CEOs and Key Executives. My partners and I have interviewed over 250,000 executives.
I cannot find any evidence linking personal magnetism with success. I find leadership is situational. Sometimes it calls for being decisive and making unilateral decisions - then selling the troops on the plan. Other times it requires a softer touch - a more collaborative style that is not forceful or "magnetic".
What do you think?
Is there one style that dominates as the preferred approach in getting results?
If you approach your collaboration strategy with a “one-size-fits-all” mentality, your rollout is far more likely to fail. Within an organization, there exist all different types of users that each prefer to work in their own unique ways – some prefer to work in groups, others in silos, some on iPads, others on pen and paper.
"I'm getting to the end of my patience," Dan,* the head of sales for a financial services firm, told me.
This has to be one of the greatest frustrations of anyone in a supervisory role. I face it all the time as a coach of a high school girls basketball team. How do you "turn around" one or more individuals who are negative.
Some great insights to apply whether you're dealing with a client, customer, employee, peer, or team.
As leaders we sometimes get confused with the concepts of being a leader of doing. What did I do for my team today? What did I do for my organization yesterday?
I could term this the difference between doing vs. having. What do you bring to the table vs. what do you do with what you've got. How do you apply your knowledge, skills, and capability?
Many individuals mistake the assumption of the "haves" for the impact of "doing"
Business success is based upon everyone involved pulling their weight, performing their specific roles as required, and adhering to acceptable behaviour both morally and legally.
Unfortunately, the nature of business itself and the varying levels of experience and expertise of employees, usually means that not everyone is willing or able to perform as expected, and they will need to be given feedback that to them will be more negative than positive.
This excellent article, suggests that providing this type of feedback is needed to improve behaviour to bring out the best in a business, and it provides 10 rules you can follow to ensure the effective delivery of such feedback.
Giving feedback - either negative or positive - is one of the most important areas of leadership and management - yet so few companies invest any effort in the teaching and coaching of giving feeback. It's one of the most important areas of employee satisfaction. Why is this done so poorly in most companies?
Do we assume that if you're a manager or executive, you should come to the table with this skill. What a major false assumption!
Fisher-Price EVP David Allmark has a primer for agile innovation at the world's leading manufacturer of toys for tots.
As the executive vice president of Fisher-Price, Mattel, Inc.’s largest brand, Allmark presides over the company’s innovative toys for tots by making sure that technology and old-fashioned fun play well together.
Rita McGrath, a Professor at Columbia Business School in New York, is one of the world’s leading experts on strategy in highly uncertain and volatile environments (The 5 Key Practices for Discovery Driven Growth http://t.co/6pLld7dF...
Are we not always in highly uncertain and volatile environments - whether the economy is going up or down? Good article from the Vistage Executive Street Blog.
Telecommuting, competitive pay, stock options, extended vacation time, a gym, catered lunches and other attractive benefits will get talented recruits to come work for your company. But once they’ve arrived, how do you keep them?
The author claims that one of the most important elements of retaining employees is offering a volunteer platform - specifically a matching gifts program for non-profit.
I think the author has missed the entire boat on retention with this article. Maybe it is a wonderful gift as the title describes - however, it bears little direct correlation to any research on the subject of retention, recognition, engagement, or satisfaction. If I was given a series of priorities for improving retention, this one would NOT be on the list.
Most organizations do NOT have a structured process for ensuring this level of focus on MAIN THINGS. We have a process in our methodology called the Success Factor Linkage that ensures this level of alignment.
The Four Essential Strokes You Need To Be A Great Player.
Back when I was a software entrepreneur, I used to run a daylong leadership development workshop for my employees.
My objective was to pull together all the insights about leadership I’d gained in my years of business into a hard-hitting, cohesive, and interactive day.
I was pointedly trying to transform the participants, and give them a framework for becoming the best leaders they could be—something they would really use, and not just put on their shelves like the last management seminar they attended.
A Definition That Really Works
I used to start the workshop by going around the room and asking each person to give me his/her definition of “leadership” and writing it down on a whiteboard. When we got done we’d have a whole bunch of words and phases associated with leadership, but no cohesive definition.
Then I would say, okay, none of these phrases are wrong, but let me give you my own definition of leadership—a definition that is deceptively simple, yet quite powerful (if fully understood) in helping one become a great leader. Here it is:
"A leader is someone who figures out the right things and makes them happen."
Why is this definition so powerful? Well, because:
It has nothing to do with position, title, or power.Anyone can be a leader in any job.
TEDx Puget Sound speaker - Simon Sinek - Start with Why: How Great Leaders Inspire Action About TEDx, x=independently organize event In the spirit of ideas w... (What an amazing vision!
What's your list of things you would never do as a leader?
How often do you violate it? Do you ask for this list when you interview managers and executives? How many "wrong" things do you catch them at doing on a daily basis? Do you coach them on the spot in how to never do that again.
Here are the most common habits of a dysfunctional team and how to change them so you can get your group back on track.
Do you have teams within your organization that are dysfunctional? Some great ideas here of removing dysfunction from how teams operate and solve problems.
In fact, in our survey of 1060 global executives, only 30% said that they work for companies that benefited from the internal use of social media. Why do so many companies either avoid using social media or fail to make it work ...
I'm surprised the number is as high as 30%. In the small business to entrepreneurial environment, I think the number is under 5% at best. I also ask this question - why are so few companies leveraging social media for customer service, marketing, pr, branding, recruiting, sales, lead generation, lead nurturing, and customer retention?
Failure is inevitable, so the key to success is to be good at learning from it. The ability to capitalize on hard-won experience is a hallmark of the greatest organizations — the ones that are most adept at turning knowledge into action, that are best at developing and implementing creative ideas, that engage in evidence-based (rather than faith- or fear-based) management, and that are populated with the best bosses.
Failure instructs. In fact, there is no learning without failure — and this includes failing at dangerous things like surgery and flying planes. Discovery of the moves that work well is always accompanied by discovery of moves that don't.
It shouldn’t be a guessing game whether or not we are on each other’s short list, we should just know. (I Didn’t Make the Short List!
I liked this article on the Vistage Executive Street Blog. It got me to thinking about who is my circle of trust or inner circle or short list.
Who do you trust without question - that they would do the "right" thing regardless of their hidden agenda or personal needs. Who has your back? That list for me is extremely small once I move beyond family members.
I have a lot of "friends" and close relationships - but who I do I really trust deep down to always do the "right " thing? When things go bad, who will stand beside you, who will go above and beyond to support you? This article caused me to pause and reflect - not many articles stop me cold in my tracks - this one did.
Regardless of a company’s rate of growth, entrepreneurs should not just wait out a fundamental shift in the economy, because it may not come for many years (The Return of Growth?
The issue is not whether you're coming across with strength but rather the kind of strength in your leadership communications. Assertive or Aggressive?
How do you define the difference? Is there a cultural, gender, or age bias that effects communication as a leader? Are these the only two choices leaders have?
In Hunter, Cushenberry, and Friedrich’s recent review article, innovation is defined as successfully implemented creativity that is both novel and useful. Because the most innovative organizations are often the most successful, selecting and managing talent that. . . .
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