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Tag Archives: Knowledge



In this 'Thoughts on Leadership' video, Paul Bridle talks about how important it is to support people to share their learning and knowledge with team colleagues.


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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!

 

 LEADERSHIP GURUS & THEIR THINKING 


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An organisation is made up of people and when people are involved, emotions automatically come into play, and a workplace is no different.

It would be unwise to assume that a workplace is all objective, no-emotion only performance kind of a packed room where hormones have no scope to creep in, however, the fact is that emotions alone are the biggest motivator or de-motivator of an employee.

The emotions alone, govern the performance and efficiency of a worker and had it not been the case, we would have never talked about the importance of work-life balance and for the present context, the need of emotionally intelligent leaders.

The current times are very dynamic not just economically but also socially where the social fabric is rapidly evolving due to globalisation and other influences. The average age of the workforce is reducing and the leaders now look forward to managing people belonging to different cultures and backgrounds. In such a situation, it is important for a leader to be highly sensitised to the emotional aspects of his/her transactions with people.

Emotional Intelligence is basically the ability to recognise and understand one’s own feelings and emotions as well as those of others and use that information to manage emotions and relationships.

The 4 important aspects of EI as proposed by Daniel Goleman are:

  • Self Awareness
  • Self Management
  • Social Awareness
  • Relationship Management or Social Skills

A leader tends to have a huge influence on the thoughts and motivation of people. He/she has the capacity to enthuse optimism and confidence in the followers and lead them to constructive endeavours which is called resonance and on the other hand they can negatively influence them to destruct, e.g of such leaders being Hitler and d Osama Bin Laden which is opposite to resonance called desonance. (more…)


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Most of us have an innate desire to please, which can often lead us to say yes to things we would rather say no to.

Although a positive ‘can-do’ approach seems to be the best way of getting ahead, saying yes to everything can have a negative impact on work and health.

This activity is designed to help you learn how you can say no occasionally, while still appearing an enthusiastic team player who believes in themselves and the contribution they make.

It can be completed as part of a full development programme or as a ‘stand-alone’ exercise at, for example, a team meeting.

 ASSERTIVENESS - JUST SAY NO!


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The following are the top ten articles about leadership posted by McKinsey.

1. What makes a CEO 'exceptional'? McKinsey assessed the early movers of CWOs with outstanding track records; some valuable lessons for leadership transitions emerged.

2. High-performing teams: A timeless leadership topic.  CEOs and senior executives can employ proven techniques to create top-team performance.

3. Why effective leaders must manage up, down, and sideways  Strong team leadership isn’t enough. Research shows the importance—for business impact and career success—of also mobilizing your boss and colleagues.

4. Culture for a digital age Risk aversion, weak customer focus, and siloed mind-sets have long bedeviled organizations. In a digital world, solving these cultural problems is no longer optional.

5. What’s missing in leadership development? Only a few actions matter, and they require the CEO’s attention.

6. Memo to the CEO: Are you the source of workplace dysfunction? Rudeness and bullying are rife, says Stanford professor Bob Sutton. Wise leaders figure out how to fix their teams and organizations; and they start by taking a long look in the mirror.

7. How functional leaders become CEOs Limited operational experience is not necessarily a barrier to the top job. Here’s what CFOs and others must do to jump to the next level.

8. Putting lifelong learning on the CEO agenda In an open letter to business leaders, a Harvard Business School professor and a learning engineer at the Chan Zuckerberg Initiative present an emphatic case to make learning a corporate priority.

9. How technology is changing the job of the CEO What we learned when more than 75 chief executives and board chairs gathered to share concerns and offer one another advice.

10. Time for a new gender-equality playbook The old one isn’t working. We need bolder leadership and more exacting execution.

 


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One of the single most competitive advantages for companies today is the ability to grow, nurture, and develop leadership and management capability faster than the competition – future success depends on it.

That’s a bold statement to make, but I passionately believe in it, and more importantly, I have seen it have a profound impact in thousands of companies of all shapes and sizes. If you want to accelerate and fast-track the success of your business and build sustained high performance, you should look to develop leadership.

If you’re a sole trader, leadership and management responsibility probably sits with you. If you’ve got a small team, it is more important than ever as you need every single one of your people aligned and performing at their peak.

If you run a much bigger organisation, creating consistency and building strength at every level is critical to succession planning, creating the stretch, and the capacity to grow your business.

Leaders and Followers: There are usually two distinct groups of people: leaders and followers.

The leader-follower structure has been with us for generations and is perpetuated through organisations to this very day.

A hierarchical, command and control structure with decision-making from the top is what we know, and for good reason. (more…)


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Lincolnshire County Council (LCC) has published the employee behaviours, skills and knowledge needed to meet the objectives of their organisation.

The Framework defines the competencies required of each post in LCC so that individuals can be assessed against them to identify suitability for the posts, areas of strength and areas for further development. It is, therefore, an integral part of Recruitment, Induction and Performance Appraisal.

The competencies provide consistent standards across the organisation and help to identify the types of behaviour the Council wishes to promote, develop and engender. The framework is a key building block that links their People Strategy and policies together.

The Framework is split into two sections, Core Competencies and Non-Core Competencies. There are eight core competencies (mandatory) and eight non-core competencies (based on job requirements). For each competency area, there are up to seven levels. 

 LCC EMPLOYEE BEHAVIOURS


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