Tag Archives: Networks
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.
Everyday we connect with and forge relationships with new people.
In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.
An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.
This resource will help you form a clear message about you, so you can easily share it with others.
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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…)
In the quest to grow as a leader and as a person, you need others' help, you need to learn fast, and it won’t hurt to make your own luck.
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
Traditional leadership has been hierarchical, but this one-size-fits-all method isn’t always the best solution. That’s where tag-team leadership comes in.
At Micron, an international memory and storage solutions company, leadership in the systems solution department is fluid. When a project is identified, one person takes the lead, organizes timelines and meetings, and drives the cross-functional teams’ tasks and deliverables—based on the system issue and the area of focus. The department uses an ARCI model (determining who should be Accountable, Responsible, Consulted and Informed), and the team comes together based on the answers.
The same fluid leadership concept is at play at Indianapolis-based public relations agency Borshoff. Depending on the client, the initiative and the tasks, one member of the account executive team is in charge and the rest of the team falls in line to support where needed.
You might wonder, Who’s in charge? Well, no one person, exactly. That’s because the leadership of these teams changes based on the project and the talent of its members, much like “tagging” the next leader into the game when it’s time. In these situations, leadership is more fluid, less rigid and certainly less conforming.
This type of situational leadership gives new life to teamwork in virtually every industry. Progressive companies are increasingly realizing that the benefits of leadership flexibility outweigh traditional models in certain situations. Even if you don’t think your company is set up for this type of leadership, you can still reap the benefits by making a few leadership shifts in this direction.
Work Is Changing
In this 'Thoughts on Leadership' video, Paul Bridle talks more about the importance of creating an environment at work where employees can 'connect' and 'belong'.
In this 'Thoughts on Leadership' video, Paul Bridle talks about the importance of creating an environment at work where employees can 'connect' and 'belong'.