Tag Archives: All Leaders & Managers
Every leadership book you read will provide you with a different view of leadership.
To help give you an insight to the most longstanding leadership gurus thinking on leadership and what makes a great leader, we have pulled together a short introduction to the thinking of 8 of the 100's of the old-guard 'gurus' of leadership.
If you want to know about Burt Nanus’s Seven Megaskills Of Leadership, James O’Toole’s Characteristics Of Values-Based Leaders, Steven Covey’s Seven Habits Of Highly Successful People, Warren Bennis’s Basic Ingredients Of Leadership, John Gardner’s Attributes Of Leadership, Stephen Covey’s Eight Discernible Characteristics Of Principle-Centred Leaders, Max Depree’s Attributes Of Leadership, Warren Blank’s Nine Natural Laws Of Leadership - then this resource is for you!
In this era of massive information, the latest technologies are transforming the way people work and live. Emotional fitness coaching, as set down in Warren Redman’s book, is a piece of new technology that enables leaders to do exactly what the title says.
This book is a good, easy to use, interactive guide to emotional fitness coaching. It is very timely in answering the needs of modern professional life. Warren Redman is an award-winning author, counsellor and emotional fitness coach with a wealth of experience in manufacturing and commerce management. He is a leading developer in the science of emotional fitness and founder of the Emotional Fitness Institute.
Redman defines emotional fitness as, first, the ability to bounce back from the latest setback or challenge. It is a series of mind habits you can learn which make you stronger and more resilient. Like any kind of fitness, the more you practice, the better you get.
The book lets you create a workout plan for your emotional health. The exercises outlined in it are about developing so-called “soft skills” for leadership and management.
The book is framed as a narrative, with a newly-appointed manager receiving emotional fitness coaching. Readers follow the manager’s experience with the coach while completing exercises themselves. They are taken through various situations and the process of identifying a problem, developing a reaction to the problem and creating a solution. There is space included for readers to record their own reactions to the problems outlined in the narrative. This interactive way of presenting things is one of Redman’s real strengths as an author and coach.
Line managers are key to reaching all levels. But how can you engage with the engagers?
“Without them there is no engagement.” So says Cary Cooper, professor of organisational psychology and health at Manchester Business School, on the importance of line managers to employee engagement.
It’s a strong statement, but one many others wholeheartedly agree with. “There is nothing more important. I don’t think it’s possible to engage others if the line manager is not engaged,” says Julia Murrell, director of people and development at Firmdale Hotels. “People work for people.”
And yet when it comes to line manager involvement in engagement, Cooper points out: “We haven’t cracked this yet.” To help crack this most difficult of nuts, HR magazine rounded up the 12 steps to engage line managers in engagement once and for all.
Recruit on interpersonal skills: The first hurdle is getting the right people in the first place, says Cooper. “Line managers are not selected for their social interpersonal skills," he laments.
This comes down to wider confusion around job descriptions, explains Charmi Patel, associate professor of Human Resource Management (HRM) at Henley Business School. “A lot of employers, especially for management roles, talk about the role’s responsibilities but forget about skill sets,” she says. However, Corina Forman, HR director at courier APC Overnight, caveats that recruiting a manager with perfectly attuned interpersonal skills isn’t always possible. “It can certainly make life easier, but sometimes you need someone with exceptional technical skills and they haven’t had the opportunity within their career to develop [interpersonal skills] yet,” she says. (more…)
The following article was written by Jennifer Juo, Insights Writer, Udemy for Business. It discusses what Millennials and Generation Z employees want from their workplace.
Recent surveys show that Millennials (age 24-35) and the new Generation Z (age 18-23) care more about career development than perks or pay. But career planning isn’t the solution, here’s how to truly develop them.
Our Workplace Boredom Study found that Millennials are the most bored and disengaged demographic at work. When asked why? They said they lacked opportunities to learn something new.
Meanwhile, a whole new demographic, Generation Z, is graduating each year and becoming part of the workforce. How are they different from Millennials and what matters to them?
I sat down with Aaron Levy, CEO and Founder of Raise the Bar Consulting, to discuss how companies can do a better job of attracting, growing, and retaining their Millennial and Generation Z employees. Levy has over 7 years of experience in the employee engagement space and has coached over 4,500 business leaders. Here’s his advice on how to create a workplace that will enable Millennials and Generation Z to thrive.
Millennials and Generation Z care about growth
According to Levy, Millennials view career development as more than just money and title. It’s not just about promotions, but taking on new projects or learning new skills. In a 2016 Gallup Report on “What Millennials Want from Work and Life,” 87% of Millennials said professional development was important to their job. This is the same for Generation Z, according to a recent survey by LaSalle Network, they also rate “opportunities to grow” as their number one priority.
Success requires that you believe in yourself 110 percent, 25 hours of every day.
For some, this belief comes naturally. For others, it must be learned and can take years of practice. Here’s how these billionaires, icons and world-class performers accelerated the process of developing an unshakeable self-belief.
1.Win in Your Mind First: You might be naturally confident, but enormous obstacles can shake faith in your plan and personal competence. To inoculate against the negative impact of inevitable obstacles, shore up your commitment with a crystal-clear vision of what victory looks like. It might be getting the Navy SEAL Trident, losing 60 pounds, launching a new product or raising funding— anything significant to you. Revisit your vision through daily visualisation and box breathing (inhale, hold, exhale and hold for four seconds each).
This process of “winning in the mind” develops the courage to overcome any challenge. You’ll confidently find victory in daily small wins with grace and humour until the mission is accomplished.
- Mark Divine, retired U.S. Navy SEAL commander, founder of SEALFIT, Unbeatable Mind, and The Courage Foundation; New York Times and Wall Street Journal best-selling author.
2.Uncover the Cause of Temporary Disbelief: Examine your strengths, limitations and the reality of your situation honestly every day. Some days you won’t believe in yourself, and that’s OK.
But if you can unpack and see where that temporary disbelief is rooted, you’ll identify what’s needed to move forward: a change of strategy, a talent you need to hire, some information you need to collect or verify, or something else. Relentlessly moving forward ultimately leads to success, nothing more.
—Danae Ringelmann, founder and chief development officer of Indiegogo.
Today, business is inherently more complex than it has ever been.
Yves Morieux, senior partner at strategy consultancy Boston Consulting Group, has developed an index to show how business complexity has increased sixfold during the past 60 years alone. Organisational complexity — number of procedures, structures, processes, systems, vertical layers and decision approvals — increased by a factor of 35.
To learn fast, you must be interested in people and ideas, not just yourself. “Be savvy, flexible, learn from mistakes and collaborate with well-connected people,” wrote Shane Snow, the author of “Smartcuts: How Hackers, Innovators, and Icons Accelerate Success.” Those who learn fast build diverse knowledge pools and tap into the wisdom of mentors to raise their game. They are fast learners for whom questioning, thinking and growing is the norm.
Here are five ways to learn more, faster.
- Leaders are Readers. If you can learn to read, you can read to learn. What’s on your reading list? Bill Gates, Warren Buffett and Richard Branson are all prolific readers. Reading builds cognitive skills, problem-solving and even creativity — all of which are essential in a fast-changing world. It can also provide new insights and fresh perspectives that help fuel your talent’s growth. Try the getAbstract app. It provides five-page executive summaries of books and is a favoured learning tool among senior learning executives.
Since the day you first set foot in the office they became the bane of your existence.
Countless holidays, evenings with friends and weekends with your family have been scuppered by their sadistic tendencies. But now, finally, there is an answer to the question you've been asking yourself since you accepted their job offer: Is my boss a psychopath?
According to a study released by Australian psychologists, the answer is yes; most probably.
Examining the traits of 261 senior professionals in the United States, the survey found that as many as one in five corporate executives are in fact raging sociopaths - on a good day.
“No s***”, some of the more wearied among you may cry. After years of sleepless nights, forced smiles and reams of passive-aggressive emails, what more can a study add to the painfully obvious?
Well, for starters, it could help explain how these mentally unstable types managed to infiltrate the highest echelons of the corporate world in the first place.