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Tag Archives: Skills



McKinsey report that executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.

They have conducted interviews with more than 140 leaders; analysed of a wide range of academic research in fields as diverse as organisational development, evolutionary biology, neuroscience, positive psychology, and leadership; held workshops with hundreds of clients to test their ideas and undertaken global surveys.

Through this research, they have distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction.

The five capabilities are:

Meaning : Managing Energy : Positive Framing : Connecting : Engaging

 CENTRED LEADERS


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Next time you defend your blunt candor as something noble, consider what you might be covering up and what it’s costing you in terms of trust, authenticity and integrity.

Is it just me, or have you seen a surge in the popularity of “telling it like it is?” Whether it’s a brash, in your face CEO — many of whom boast about their direct, no-nonsense, unvarnished telling of the truth — many leaders wear it like a badge of honor.

But when people learn more about their personalities, their communication preferences and their distress patterns, they progressively back off on their bluster about telling it like is. Why? Because they gain insight into some important, and sometimes uncomfortable, truths.

  • You can be direct without being honest.
  • Telling it like it is often reveals more about our own distress than anything else.
  • An “in-your-face” approach to leadership undermines effectiveness in the long run.
  • Being blunt often reveals lack of skill to use a more effective approach.
  • Healthy conflict with another person is a learned skill that few people acquire naturally.

So, where’s the confusion? The problem comes from failing to distinguish authentic emotions from cover-up emotions.

When people are in distress, they mask their authentic feelings with cover-up emotions. For instance, emotional displays can be deceptive and cunning, appearing legitimate, but they’re often just diverting attention from the real issue. Four cover-up emotions are closely associated with an attitude of telling it like it is.

Righteous Arrogance: Righteous arrogance is often expressed through opinionated, judgmental pushing of beliefs. These people believe it’s okay to tell others what’s right and wrong, and push their pious beliefs. Statements like, “You should know better,” or “Clearly you lack the moral character to be a leader” cover up their own fear of not being up to the task. If these people were truly honest, they’d share their fear that they might not always be right and might not be able to perfectly live up to their responsibilities. This fear keeps them up at night wondering if they are worthy. Instead of owning it, they question everyone else’s worthiness, claiming they are just telling it like it is.

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Aiming to become a customer-centric organisation is never easy, and it may require a multi-year journey.

In order for an organisation to sustain a change agenda over that span of time, the senior management team needs to actively lead the effort.

What does that mean for those leaders?

The most effective leaders demonstrate three key characteristics:

Communicate "Why" The only way to get people to truly buy-in to change is for them to understand why it's happening. Most executives tend to under-communicate. And when they do communicate, they often focus on "what" the company will be doing and "how" it will get done.

Here are some ways that executives can improve their communications: (more…)


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Research among project managers globally identifies top communication skills for leading teams.

Leading people - the experiential side of project management - is as important as task-based skills according to project managers in Europe, the Middle East, India, America and Australasia.

In recent research, they said that communication is a critical skill for project success, both for keeping team members up-to-date and for winning the support of key stakeholders.

But which skills make all the difference? Here is what the top five respondents say have made all the difference in their careers.

Active Listening: In first place is your ability to listen to and understand others. Listening to the words and the meaning behind their words, not interrupting or letting your minds wander, asking questions to check understanding and observing non-verbal signals.

According to Indian project manager Nirav Patel, CAPM, “The benefits include getting people to open up, and due to that lots of misunderstandings and conflicts can be resolved.” (more…)


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The concept of 70:20:10 has relatively quickly worked its way into the firmament of learning and development practice.

From humble beginnings as a somewhat niche way of looking at how learning and development support business, 70:20:10 is now incorporated into the CIPD’s professional map and regularly referenced at industry conferences.

It’s not going away anytime soon.

This research report by GoodPractice begins with an introduction to the 70:20:10 framework for learning and development, and takes you through how the concept can be developed and what is needed to turn the concept into reality.

70-20-10 LEARNING STRATEGY REPORT


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All organisations require a level of commercial awareness from their employees because it is an important skill for making good long-term decisions.

The more commercially aware you are, the more likely you will take into consideration all the important factors when selecting one option over another.

Use this self-assessment to gauge your current level of commercial awareness and help highlight the areas where you can improve.

The activity can also be used within a team learning environment.

Commercial Awareness Self-Assessment


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