The Urgency For Good Leadership

April 13, 2012 by

Leadership“There is no tomorrow to remember if we don’t do something today, and to live most fully today, we must do that which is of greatest importance. Let us not procrastinate those things which matter most.” This message from Thomas S. Monson is eloquently said, yet it is advice that has been received over and over from leadership figures for years. The concept has been a said a million different ways, and yet it has taken me years to fully comprehend the deep significance in my leadership and personal success.

There are a lot of businesses still struggling in this economy. There are still a lot of good people without jobs and a lot of good people struggling personally and financially. There are people working long hours for little pay and struggling to make ends meet.

With that said, there is something that really breaks my heart and cuts me to the core. It boggles my mind and I struggle to comprehend the reasoning. I can only come to a conclusion that people are emotionally broke. The problem I am referring to is the unwillingness to become greater today, for a better tomorrow. I talk with a lot of business owners and employees of businesses that know things are not peachy. Yet what are they doing to improve their ability. Do they read books, to overcome their weaknesses and find answers to their problems? Do they read blogs of experts that teach tidbits of clues on a million topics of self-improvement? Do they make goals and plans and actually stick to those plans?

It breaks my heart that I can see the capacity of individuals, that they cannot see in themselves. So instead of a book, instead of a blog, instead of goals, instead of asking for help, instead of preparing for the future…….they “do their job,” go home, and “veg.”

The world needs good leadership, our nation needs leaders, our businesses need leaders. Leaders and managers that have a hunger and thirst for knowledge, improvement, and execution. These are the people that will get ahead, these are the people that will understand, these are the people that will have a brighter future – because, “There is no tomorrow to remember if we don’t do something today”

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So, now that you’ve read this article, how are you going to use this information to create urgency and preparation for a better tomorrow?

Please take a moment and share your ideas in the comments section below, share this with your social media friends, and subscribe to receive A Slice of Leadership notices, and occasional leadership advice, articles, tips and freebies.
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Filed Under: Leadership Urgency Tagged With: , , , , , , , , , , , ,

Leadership Gold Nuggets From Around The World – Part 19 – 27 of 27

April 9, 2012 by

International Leadership BlogathonThis is the last of a multi-part article meant to share some of the tidbits of wisdom from the 2012 International Leadership Blogathon.

Article  19 – Debbe Kennedy from The USA
Leadership by Example: How to Ignite this Quality in Your Life and Work

“…it is clear that our notions about leadership are being turned upside down, questioned, revitalized and changed before our eyes.”

“The reflection of our faces in the mirror of the world is a reminder that the future, collectively, rests in our hands.”

“We are here at this time for a purpose – and it is hard to deny that we are the ones who will create the next chapter in history.”

“Leadership is as local as any of us sitting at our desks …and as global, …and far-reaching as time, distance, and technology can take us. In an instant, it stretches across cultures and many dimensions of difference.”

“Leadership by example is perhaps our most powerful tool in putting what we are learning here from one another into action.”

“May your life be the reflection of your leadership message.”

Article  20 – Don Mercer from The USA
Followership: the Corollary to Leadership

“In a team environment high performing followers are every bit as important as good leadership…”

“Great leaders will not guarantee an optimal organization, but great followers will come close.”

“We need to go beyond the standard answer of training in the actual job and move to a view of followership education just as we have done in leadership education.”

“Every organization has a culture–a personality–and multiple sub-cultures which can promote or hinder the organization’s mission.”

“The best leaders craft the details of the organization’s culture in a variety of ways from funny to quirky to serious.”

“…the wise leader should put a rock-solid cultural foundation under the details.”

The 7 principles that make up the Followership Culture are: Instant Response, Initiative, Imagination, Integrity, Inquire, Inform, Involve.”

“…great leaders know that they must go to the locations where the followers are doing their work.”

” If you educate followers to be great followers, your organization will perform at a higher level and great leaders will emerge.”

Article  21- Ronny Snel from The Netherlands
Leadership Productivity Through Improved Energy

“Many leaders fail to do one of the most important things that could help their productivity, and that is to make their health and specifically, exercise, a priority.”

“. Exercise gives you the opportunity to relax, clear your mind, and it improves your energy levels so you can get more done.”

“Exercise is a win-win situation for your business and personal life; that every leader should take seriously.”

“By exercising and eating healthy you will feel energetic; and this energy will transfer to your staff, employees, friends, and family.”

Article  22 – Glenn Wallis from The U.K.
Leaders: Know Thy Self

“ou may be technically excellent. You may be a great presenter. You may have incredibly high standards, but if you are unable to lead and develop yourself, it is unlikely that these important but somewhat peripheral strengths will be enough to become a sustainably great leader.”

“Being honest about where you are now, and clear about the human being you wish to evolve to become, is time incredibly well invested.”

“…the closer that your current self-image is to your ideal self, the higher your self-esteem will be.”

“Once you have decided what sort of person you want to be and you have committed to working towards that, you can begin to craft what sort of leader you want to become.”

Article  23 – Rahul Meta from India
Be a “Karma Yogi”- The Leadership of Thoughts and Action

“Leadership is encompassing, endearing and all pervasive to the man kind.”

Leadership is about being detached, yet being in control of the inner senses, and “thoughts.”

“People tend to forget about what they love to do and just focus on bottom lines, sales targets and the like and in that process they forget about the road they travel to their goals. Savoring the journey is more important than the relishing the time to reach the destination.”

“The process of turning back to your inner thoughts and yourself to find your true calling evokes the thought leadership process.”

“If a leader is afraid of failing, he/she has already failed.”

“Leaders believe and believe strongly in their paths and if they ‘fail’ – the failure is just an outcome. To be true to themselves and to the people they lead, learning to be not to be afraid of ‘failing’ is a must.”

“Leadership draws on the ability to be compassionate and have a superior sense of empathy.”

“Loyalty and motivation are not rationally defined, but emotionally governed and people can sense selflessness, truthfulness and a great vision which rallies them to follow their leaders to the ends of the earth and beyond.”

“…leaders should work to be a Karma Yogi. Action leadership combined with thought leadership is karma yogi.”

Article  24 – Richard Andrews from The U.K.
Really Useful Things Leaders Can Do In A Recession

“As Leaders, whether in business, in not-for-profits, or in public service; we are constantly looking for that key competitive advantage, that unique something that will set us apart from the competition and will result in us making it to the chequered flag before everyone else.”

“No improvement journey can be successful if there’s no focus on people so people have to be the starting point!”

“In most organizations, it’s not the skill set that causes problems, it’s the attitudes, the commitment and the ability to collaborate with trust and creativity.”

“Those managers and leaders who maintain a focus on their processes will know: if you’ve been running with the same process for 18 months or so, the chances are that there are some valuable gains to be made!”

“Innovation sometimes comes in a flash of inspiration. But usually it comes from hard work and collaborative exploration.”

“Recession certainly doesn’t mean there’s nothing to do, but it can offer us an opportunity to focus on getting people, products, and processes in great condition…”

Article  25 – Arohanui-Grace from New Zealand
Who is a Leader?

“…that whilst the pace of change has increased exponentially, the world in which we humans live has always been complex to a greater or lesser degree.  Really, all that has changed is that some of us now see it from a different perspective.”

“…the benefit of systems thinking is not so much in any practical organisational application, but more in giving us a lens though which we can view who we are, and where we fit in the complex world in which we live and work. “

“Being and not doing is to me, the real power of systems thinking and is also the ‘who’ of leadership.”

Article  26 – John Thurlbeck from The The U.K.
Leadership …In An Unstable World!

“Leadership is a state of being. It is the human factor that people – peers, staff and colleagues in your organization and outside of it – will respond to most positively, especially when times are both challenging and stressful!”

{Note by Todd Nielsen] In this article John beatufully illustrates and proposes the questions below on examining our own leadership effectiveness. Click the link above to read the full article.

  • I Connect Leadership and Vision
  • I Am Visible, Approachable and Adaptive
  • I Promote Our Organization’s Image and Reputation
  • I Demonstrate the Impact of Our Work
  • I Invest In My People
  • I Constantly Scan Both Internal and External Environments
  • I Keep Learning

Article  27 – Becky Robinson from The USA
Why Social Media is Important for Leaders

“Some leaders in the real world may feel they’re too busy to engage with people online. While that may be true, I believe that they are missing the opportunity to extend their reach exponentially through making connections and adding value online.”

“If you want to make a difference, why not make a bigger difference? If you have knowledge to share, why not share it with as many people as possible? If you want to add value for some, why not add value for many?”

“I believe that in not-too-distant future, leaders who choose not to engage online will diminish their perceived influence, and perhaps, their ability to achieve their goals as leaders. Such leaders will be faced with a choice: share online or face obsolescence.”

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Each of these writers would love to hear your comments and connect with you. You can do so on each of the pages above. Please share below any additional nuggets of wisdom that I might have overlooked.

Lastly – THANK YOU to all the writers who were willing to share their wisdom, and for all the readers that continually were fed with a leadership feast.

Filed Under: International Leadership Blogathon Tagged With: , , , ,

Leadership Gold Nuggets From Around The World – Part 13 – 18 of 27

April 5, 2012 by

Leadership Gold NuggetsWe continue on today with more tidbits of wisdom from each of the articles in the 2012 International Leadership Blogathon. This is meant to allow you quickly read some of the best parts.

As always though, reading the whole articles are is the best way to enhance your learning of leadership from the blogathon.

 

Article 13 – Sandro Da Silva from The Netherlands
Leadership: Do You Practice What You Preach?

“…influence is crucial in gaining your team’s willingness to coordinate their efforts towards organizational goals.”

“These days, your team has read the same books you’ve read (or even more!). Information has become more accessible, and workers more independent and emancipated. They know the “tricks” and don’t fall for them anymore.”

“Core Values are, in our ever changing and demanding times, a constant which you can use to guide you in your behavior, your choices and your decisions.”

“Core Values are the laws that rule every employee in the company, from the receptionist to the C-level executive…”

“Core Values are not something you set and achieve, they are something you practice.”

Article 14 – David Hain from The U.K.
Lessons on Leadership and Life from a Football Match

{Comment by Todd Nielsen} This is a great, heartfelt article that deserves a full read to take in the lessons.  David wrote about 7 lessons about life and leadership. Click the link above to read the full article. It is worth the time. The lessons are:

  • When you win, do it with class
  • You can lose, and still win
  • The team is the most powerful vehicle that we have as human beings
  • We all need role models
  • Moments of small, quiet heroism happen all the time
  • It won’t take the recession to end to give people back their pride
  • Disaster, like triumph, is an opportunity if we chose to see it that way

Article  15 – Kamal Hassan from The United Arab Emirates
Leading from the Driver’s Seat

“…it can be helpful to learn from the past, but this should not be the extent of an organization’s learning and planning efforts.”

“As the organizational leader, you are in the driver’s seat. You can think of everyone else in the organization as the vehicle that gets you there, but without your direction they won’t know where to go, how fast or when to change course.”

” …it is only by looking forward, sometimes far ahead, will they see not only obstacles but also opportunities that can lead to new value creation and innovation.”

“This ability to look forward and see opportunities is the process of strategic foresight.”

“Strategic foresight helps you identify the global drivers and industry trends that are driving change, as well as how customer behavior is changing.”

Article  16 – Sharon Malouf from The USA
Leadership Around the World Using Positive Power and Influence

“A leader needs to do two things: build or maintain relationships, and get things done.”

“Positive influence is about being genuine and authentic which builds trust, hence relationships.”

“…trust is built when [a] leader is consistent and therefore reliable.” 

“…with each ascending role …internal relationships are critical in order to get things done.”

“Understanding that each person is a unique personality requires you to be flexible in your use of appropriate influence styles, which is critical to your success in building solid relationships.”

“Leaders have to stop focusing entirely on their own agenda and understand what matters to their direct reports regardless of culture.”

Article  17 – Kai Roer  from Norway
Reflection as a Leaders Tool

“There are not many …that call themselves a leader, who do not agree that we need to focus more on retrospection and reflection.”

{Comment by Todd Nielsen} – Kai’s article is another in which the parts make more sense when read as a whole. He wonderfully talks about 3 aspects of reflection. Something that all leaders should do to improve their lives and companies. These aspects are: Time, Topic, & Impact. I highly recommend you click the link above and read the article in its entirety.

“By relearning how to use your reflecting skills as a tool in your leaders toolbox, you can increase your ability to see possible challenges early, and seek alternative solutions before you are forced into a corner.”

Article  18 – Dave Bradley from The U.K.
Leadership is About Achieving Results (Which are Beyond the Ordinary!)

“Leadership is about outcomes, not behaviors.”

“Leadership is a system that enables an organisation to achieve results beyond the ordinary.”

“Good managers are not necessarily going to be leaders.”

“Leadership should not be confused with Headship.”

“Leaders will have an unequivocal source of inspiration that underpins their actions.”

“Leaders have clarity of purpose that drives them to find ways of achieving results that are out of the ordinary.”

 

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Each of these writers would love to hear your comments and connect with you. You can do so on each of the pages above. Please share below any additional nuggets of wisdom that I might have overlooked.


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Leadership Gold Nuggets From Around The World – Part 7 – 12 of 27

April 4, 2012 by

Leadership Gold NuggetsThis is the second of a multi-part article on the wisdom and insights gained from the 2012 International Leadership Blogathon.  The first part is located here: Leadership Gold Nuggets From Around The World – Parts 1 – 6 of 27

The blogathon brought many great minds together. And while this summary does not do justice to the complete articles, it provides a glimpse into the great collection of international leadership insights. Let’s continue with the gold nuggets.

Article 7 – John Wenger from New Zealand
Leaders Hold The Power to Engage

“People want to spend eight hours of their day deriving some kind of meaning and genuine satisfaction from their work.  They want to enjoy their relationships with others and be part of a workplace culture that values connection.  They also want opportunities to learn and grow; not just technical expertise that enables them to be better at their jobs, but also learning experiences that enhance their lives.”

“The time has come for us to look at our world through a systems thinking lens.”

“To take a systems thinking perspective means we stop looking at phenomena through a narrow zoom lens, but we use the wide-angle lens and take account of the many factors that influence engagement at work.”

“There are ways to generate greater engagement and it is not simply by raising salaries: it is by investing in developing leaders.”

“…employment is not simply a transaction.”

“…in order to ensure that recruitment and retention strategies have any chance of success, they must sit alongside action on leader development.”

“Leadership emerges when leaders at all levels of organisations provide a compelling story and vision that is worth signing up to.”

“…integrity comes about when people see managers and leaders act consistently and line with a clear set of values.”

Article 8 – Kimberly Bordonero from the USA
The Leadership Brand: How to Discover Your Personal Brand Persona

{Comment by Todd Nielsen} – Kimberly’s article was the most read article of the blogathon at the time this article was published.  She identified 12 personal branding archetypes for leaders. The article is best read in its entirety. Click the link above to read the full story. Below are a few more tidbits of wisdom from her article.

“As a leader in your field, it’s particularly important to create an authentic personal brand.”

“…the need to define and differentiate your personal brand, knows no international boundaries.”

Article 9 -Oscar Capote Agudo from Spain
The People Will All Say, “We did this ourselves!”

“Leadership is the process of defining a vision and then guiding and inspiring others to reach that vision.”

“We, as humans, do not change simply from gaining information, people change because they support and trust their leaders.”

“To get the best results from your team or from a group of people, a leader has to care about excellence.”

“To deliver the highest quality results, a leader has to set high standards and live up to them.”

“Leaders, establish direction, align people and motivate and inspire people to complete the vision despite any obstacles they may face along the way.”

Article 10 – Paul S. Allen from New Zealand
Leadership: It is not about you! Get over it.

“Leadership is not just a title; and a leadership title, does not necessarily make someone a leader.”

“What a leader needs to remember is that they are not the most important person in the organisation.”

“A great leader is more concerned with the vision and cause of the organisation than their own position.”

“A great leader does not want or need people to think like them, but rather to be able to freely think for themselves.”

“Failure to train, empower, and trust up-and-coming leaders within the organisation will ultimately lead to the failure of it to set or achieve long term societal changing goals.”

“The role of the leader is to see that it happens. When the leader forgets about the cause to focus on the position then it is like a ship out of control heading for danger.”

“For the leader to be so engrossed in their own stature and direction that they forget to listen to and trust subordinates is a disaster waiting to happen.”

“For there to be great decisions made, great debate must take place.”

Article 11 – Janne Ohtonen from Finland
Achieving Success with Personal Leadership

“The world is full of recipes for success, but many times we forget that success comes from within ourselves…”

Questions that Janne proposes you ask on your journey to personal success:

  • Am I sure that those I love, feel loved by me? 
  • Do I feel grateful every day for having whatever I have or get today?
  • Have I done my best to avoid unkind acts and words?
  • What can I do today to make the world better place?
  • Have I helped anyone less fortunate?
  • Have I done and reviewed my personal success plan?
  • What worthwhile I have yet to accomplish?
  • What wonderful memories do I have?
  • Does my integrity hold as well in public as in privacy?

“When you have the right attitude, you focus on the right things, obstacles are there to overcome, you feel better, and work more efficiently.”

Article 12 – Amy Beth Miller from the USA
5 Ways Leaders Botch Communication – Without Saying a Word

“Leaders who focus only on what they say to employees—through speeches and written words—overlook one of the most powerful ways they communicate: their actions.”

“To be a trusted, respected and effective leader, pay as much attention to what you aren’t saying as you do to your speeches and memos.”

The 5 Communication Mistakes that Leaders Make:

  • Failing to communicate.
  • Blindsiding employees with change.
  • Sending them on goose chases.
  • Ignoring what employees say.
  • Failing to keep commitments.
{Comment by Todd Nielsen} – This was one of the most popular articles of the blogathon and is worth reading in its entirety. Click the link above to read the full article. 

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Each of these writers would love to hear your comments and connect with you. You can do so on each of the pages above. Please share below any additional nuggets of wisdom that I might have overlooked.

Filed Under: International Leadership Blogathon Tagged With: , , , , , ,

Leadership Gold Nuggets From Around The World – Parts 1 – 6 of 27

April 2, 2012 by

Leadership Gold NuggetsThe success of the International Leadership Blogathon that I put on in March of 2012 went way beyond my expectations. I could not have predicted so many gold nuggets of wisdom that would inspire me. I not only learned a lot, but I made what I expect to be great friendships for years to come.

Even if you read all the articles, it can be easy to forget or overlook these gold nuggets, so below I have written some of these insights so that you can see all the collective wisdom together. This will be a multi-part article as there are a lot of great quotes and lessons of leadership. Lets begin…

Article 1 – Andy Phillips from Columbia
Does Your Leadership Style Need To Change When Leading Internationally?

“While there is considerable overlap in what different geographic cultures regard as good leadership, when leading internationally you need to verify that your leadership style fits the cultural expectations of those you are leading.”

“American culture is generally very future orientated, while in other cultures like in the Middle East, the past has greater resonance. For leaders this is a key question, as a vision that resonates with past glories will have greater traction with a past-orientated culture.”

“Failing to understand the accepted culture can create difficulties for you as a leader. Some cultures do not discriminate between hierarchy – no special parking places, no separate lunch facilities.”

“Many cultures are not comfortable with western-style individualism and the team can actively or passively undermine initiatives that do not prioritize the team.”

“99% of all cultural clashes can be resolved through discussion. Be open, observe, discuss and adapt your leadership style to the culture you are working in.”

Article 2 – David Lapin from the USA / Canada /South Africa
Leadership Re-Imagined – Why the lessons of the Past Are Not Enough!

“The traditional barriers to entry in nearly every industry have fallen. Even brilliantly innovative ideas, products, and services – no longer secure a company’s competitive advantage.”

“The new competitive edge is neither a product nor a service; it is the people who make them.”

“While innovations can be replicated …innovators cannot.”

“…most of the people in your organization are capable, in some way or another, of furthering the organization’s objectives by influencing the behavior of others. The majority of your employees then, should be developed and managed as if they were leaders.”

“Appreciating the ratio of leaders to employees in your company is key to its growth.”

“Today’s leaders manage in paradox and for this they need agility, tenacity and unwavering values.”

“Great leaders won’t cut it any more. We need great human beings in leadership positions.”

“We need to grow people’s characters not just their competencies and help them achieve results by using their personal stature more than their positional status.”

“Your leadership development architecture should be as innovative as your product development and indigenous to your own culture. It should focus on character not on competencies;  it is only through growing leadership character that you build leadership prowess.”

Article 3 – Hans Balmaekers from The Netherlands
Leaders in Beta: Testing What Works

“Due to the complex challenges we face in the world right now, leaders would benefit tremendously by embracing a ‘beta mindset’ by not only having a clear, long-term vision of where they want to go, but also being able to adapt quickly, by continually collaborating with those that are affected by their leadership.”

“Leaders in beta is a mixture of ambition with humility. For the leader, it requires the understanding that it is ok not to know everything.” 

“There’s an urgent need for a complete re-design of society, of the economy, institutions and communities, to better serve the common good. This challenge needs inclusive and collaborative leaders, ambitious, and humble enough to see their main task to test what does work and what does not, on our way to a better future.”

“As we follow those other leaders, it’s our responsibility to provide feedback whilst following their leadership.”

“It’s the species most adaptable to change that survive, and the leaders living the beta mindset that thrive.”

Article 4 – Kimunya Mugo from Kenya
Lessons of Leadership & Culture From Kenya

{Comment by Todd Nielsen } -This article contains a wonderful story about Kimunya’s 6 year old daughter. It teaches about the need to nurture business cultures with care and patience, just as we would nurture and care for the culture of our family. Click the link above to read the full story. Below are a few more tidbits of leadership wisdom from his article.

“As we have developed the culture of our family, so the culture of organizations needs to be developed.” 

“A primary function of leadership is to develop culture.”

“For the right culture to emerge, deliberate and careful nurturing is required.” 

Article 5 – Colleen Jolly from the USA / UK
Belief: The Underpants Gnomes Method of Leadership

“The primary function of a leader in any organization is to believe.”

“A leader is someone who must carry the torch in the darkness and light the path towards the desired end goal.”

“Leaders inspire their people, their countries and their organizations to do impossible things for extraordinary results, but they do not always have the details of how exactly those results are going to be achieved.”

 “…true leadership is not about process, it is about belief.” 

“Leadership is creating a big hairy audacious goal and inspiring the people around you to believe in that goal …and more importantly in their ability to achieve it and make the impossible, possible.”

“If you truly believe in your idea, hold on to it and you will find a way to realize those dreams while inspiring everyone else around you.”

Article 6 – Lora Crestan from Canada
Leaders …Let Go!

“…as a leader our job is to separate out what we do and what others can do for us …or with us.”

“Letting go is hard.  Letting go takes courage. Letting go means planning and following up. “

“The fact is, in order to let go, you need to have the instructions, the explanations, and the planning come out of your head and into someone else’s. “

“Letting go and empowering others will give you a sense of release and build morale on your team.”

“Leaders surround themselves with smart people who often have the skills and expertise they may lack.

“Smart Leaders use the talent of letting go to function at full capacity.”

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Each of these writers would love to hear your comments and connect with you. You can do so on each of the pages above. Please share below any additional nuggets of wisdom that I might have overlooked.

Filed Under: International Leadership Blogathon Tagged With: , , , ,

The International Leadership Blogathon – A Month In Review

March 31, 2012 by

Leadership Blogathon

For those of you that missed a few articles on the 2012 International Leadership Blogathon, here is a recap of all the articles.

I highly recommend you click through these and read the leadership insight collected here from around the world.

 

 

 

Article 1 – Andy Phillips from Columbia
Does Your Leadership Style Need To Change When Leading Internationally?

Article 2 – David Lapin from the USA / Canada /South Africa
Leadership Re-Imagined – Why the lessons of the Past Are Not Enough!

Article 3 – Hans Balmaekers from The Netherlands
Leaders in Beta: Testing What Works

Article 4 – Kimunya Mugo from Kenya
Lessons of Leadership & Culture From Kenya

Article 5 – Colleen Jolly from the USA / UK
Belief: The Underpants Gnomes Method of Leadership

Article 6 – Lora Crestan from Canada
Leaders …Let Go!

Article 7 – John Wenger from New Zealand
Leaders Hold The Power to Engage

Article 8 – Kimberly Bordonero from the USA
The Leadership Brand: How to Discover Your Personal Brand Persona

Article 9 -Oscar Capote Agudo from Spain
The People Will All Say, “We did this ourselves!”

Article 10 – Paul S. Allen from New Zealand
Leadership: It is not about you! Get over it.

Article 11 – Janne Ohtonen from Finland
Achieving Success with Personal Leadership

Article 12 – Amy Beth Miller from the USA
5 Ways Leaders Botch Communication – Without Saying a Word

Article 13 – Sandro Da Silva from Te Netherlands
Leadership: Do You Practice What You Preach?

Article 14 – David Hain from The U.K.
Lessons on Leadership and Life from a Football Match

Article  15 – Kamal Hassan from The United Arab Emirates
Leading from the Driver’s Seat

Article  16 – Sharon Malouf from The USA
Leadership Around the World Using Positive Power and Influence

Article  17 – Kai Roer  from Norway
Reflection as a Leaders Tool

Article  18 – Dave Bradley from The U.K.
Leadership is About Achieving Results (Which are Beyond the Ordinary!)

Article  19 – Debbe Kennedy from The USA
Leadership by Example: How to Ignite this Quality in Your Life and Work

Article  20 – Don Mercer from The USA
Followership: the Corollary to Leadership

Article  21- Ronny Snel from The Netherlands
Leadership Productivity Through Improved Energy

Article  22 – Glenn Wallis from The U.K.
Leaders: Know Thy Self

Article  23 – Rahul Meta from India
Be a “Karma Yogi”- The Leadership of Thoughts and Action

Article  24 – Richard Andrews from The U.K.
Really Useful Things Leaders Can Do In A Recession

Article  25 – Arohanui-Grace from New Zealand
Who is a Leader?

Article  26 – John Thurlbeck from The The U.K.
Leadership …In An Unstable World!

Article  27 – Becky Robinson from The USA
Why Social Media is Important for Leaders

Each of these writers would love to hear your comments and connect with you. You can do so on each of the pages above. Stay tuned for second annual International Leadership Blogathon in 2013!

Filed Under: International Leadership Blogathon Tagged With: ,

Why Social Media is Important for Leaders

March 27, 2012 by

Leaders and Social MediaOne of my current clients is woman who has had an important career as an executive of a large, metropolitan hospital. She has been, and is, by anyone’s standards, a leader.

She recently left her high-level leadership position to build her own consulting business and work on a book. In the process of shopping her book to publishers, she discovered what is likely not a very new requirement in the main stream publishing world. Publishers are expecting authors to have a platform online. More than compelling content, they are looking for people with online connections and influence.

Suddenly, people, like my client, need to know how to navigate an online world so they can provide thought leadership online; not just real world know-how. Entering this online world can be overwhelming, especially to people unfamiliar with the new ways of communicating and interacting.

The investment is worthwhile, because social media platforms allow people and companies to: create, grow, and extend and their influence in an online community; one that is separate from geography or proximity – unlimited and unconstrained.

To be a thought leader online you have to first share your thoughts online. You have to be willing to share your knowledge, expertise, and insights through social media channels — through blog posts, tweets, and other social media updates.

Some leaders in the real world may feel they’re too busy to engage with people online. While that may be true, I believe that they are missing the opportunity to extend their reach exponentially through making connections and adding value online.

If you want to make a difference, why not make a bigger difference?

If you have knowledge to share, why not share it with as many people as possible?

If you want to add value for some, why not add value for many?

To stay current and in touch, leaders need to step into cyberspace and find media channels to fit their messages and then using technology to spread their thoughts to as many people as possible. Leaders need to be engaged online and available to connect.

While it is true in 2012 that people can be thought leaders in the real world but not be involved as thought leaders online, I believe that in not-too-distant future, leaders who choose not to engage online will diminish their perceived influence, and perhaps, their ability to achieve their goals as leaders.

Such leaders will be faced with a choice: share online or face obsolescence.

And as some real life leaders neglect online avenues for influence, a new generation of leaders is emerging; these leaders grow their influence online by connecting with others, sharing generously, and crossing geographical barriers to find new avenues for learning and growth.

I choose to walk with and support leaders who choose to engage online.

I choose to be a thought leader who adds value online.

What will you choose?

Connect With Becky Robinson: Website | Twitter | Facebook | LinkedIn

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Leadership …In An Unstable World!

March 26, 2012 by

Leadership In An Unstable WorldWhat makes an effective leader! Better still, what makes an effective leader at a time of rapid and continual change? Definitions abound and yet, in reality, they are largely inadequate in describing what is truly required in the face of the kind of change we currently experience globally … and, ultimately, locally.

This is because our experience of that change is personal, it is individual and it impacts our feelings, emotions, thoughts and behaviours on a constant basis! I experience this every day, as will you, and my reflections on how I’ve approached this over time, including in a recent role as a leader within a voluntary and community organization in England, lead me to conclude that the best leadership approach is one that mirrors my emotional intelligence, enables me to exercise my influence … and demonstrates my authenticity!

Leadership is a state of being. It is the human factor that people – peers, staff and colleagues in your organization and outside of it – will respond to most positively, especially when times are both challenging and stressful! So, reflecting on this, how do I continue to deliver effective leadership at such times?

I Connect Leadership and Vision

I ensure that I constantly relate our work back to our organization’s vision and the values that underpins this. If opportunities don’t align with the vision, I don’t go for them. I don’t want ‘mission drift’ and our organization to end up chasing money rather than providing projects and activity that truly add real value for our customers.

I Am Visible, Approachable and Adaptive

I walk the job – I have always believed in this mantra and still do it. I have an ‘open door’ policy that means when it is closed I am not available … but otherwise come on in! I encourage challenge and comment, listen actively and then take decisive action. I believe in the exercise of influence rather than power and ‘Bridging’ and ‘Attracting’ [Thanks to Cynthia @savvyinfluencer] are my main styles! I will involve others, manage feelings, seek to collaborate, build trust, and help people to focus people on vision and mutual goals.

I Promote Our Organization’s Image and Reputation

I manage the image and reputation of our organization by ensuring that we are clear about who our customers are and what their needs/wants/interests are; that we are certain that our offer meets those needs and, where possible, wants and interests; and, that our approach as an organisation delivers our offer in the most economic, effective and efficient way.

I Demonstrate the Impact of Our Work

I believe in delivering evidence-based interventions for our customers. This is what defines real impact for them and so I demand effective needs analysis. This has to be regularly reviewed and should underpin any offer that we make as an organization. I am also a devotee of effective performance management – not counting numbers for numbers sake, but in gaining a proper perspective on what works and what doesn’t … and fine tuning outcomes and impact as a consequence.

I Invest In My People

It has always seemed ironic that, the very time organizations most need to and should invest in their staff, is usually when workforce development slows or investment is curtailed. This strikes me as a false economy – the financial climate is a cyclical thing and the demand for goods and services will return – often in new and different ways. So, how well geared do you need to be to meet those opportunities that will eventually appear?

I Constantly Scan Both Internal and External Environments

I am alert and sensitive to what is happening both within and without my organization. Externally, new policies, approaches, ideas and techniques abound and the ways in which they will or might impact on our organization needs to be assessed, judged and responded to. Internally, I ‘touch and feel’ the organisation, through regular staff and customer contact, summary reporting, ‘walking the job’, and digesting quantities of information in a variety of formats. I regulate how much detail I work with though, as I see my role as ‘big picture’, vision, mission and direction of travel … and not micro-management!

I Keep Learning

I believe that organisational life, like our own individual lives, is a journey, during which we are and should remain lifelong learners. I am a profound believer in the notion of Learning Power and am an accredited practitioner in the Inventory tool that helps people understand their Learning Power … and how this might be improved. I apply this thinking wherever I can … however we also each bear a real responsibility too for our own learning and its application in the everyday.

In reflecting on my learning, I regularly ask myself these three great leadership questions:

  1. What am I doing to make people feel like they belong?
  2. What am I doing to help people realise they matter?
  3. How am I helping people work together?

If I can answer these successfully on any given day, then I believe I am leading effectively. How are you doing with your reflections?

Connect with John Thurlbeck: Website | LinkedIn | Twitter | Facebook

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Who is a Leader?

March 25, 2012 by

Are You a LeaderThere is an old saying, “in today’s world, its not what you know but who you know that counts.” Now lets modify it to fit the context of leadership, “in today’s world it’s not what you know that makes you a leader; it’s who you are that counts.”

I am working from the assumption that anyone writing and reading in the leadership development space has long since moved beyond the ‘either you have it or you don’t’ paradigm that sees organisational leadership as a simple ‘talent’ issue.  More than likely also is acknowledgement that having a good tool kit is only one aspect of leadership and that development implies ongoing endeavors.  Possibly even, systems thinking is the lens through which the issue of developing leadership is viewed.

There is currently quite a buzz about leadership and systems thinking.  The language of complexity and chaos theory pervades blogs, academic writing, and discussion about systems thinking and its practical application to the field of leadership development.  There is also a significant buzz to the opposite effect in terms of the lack of practicality despite any attractiveness of the theory.

It seems to me, however, that whilst the pace of change has increased exponentially, the world in which we humans live has always been complex to a greater or lesser degree.  Really, all that has changed is that some of us now see it from a different perspective.

Similarly, viewing the world from a simple ‘either/or’ world view is just that; it is a way of seeing things, a paradigm – which unfortunately for those in the minority – still largely dominates the world of organisations.  It also seems to me, to use a very crude analogy, that to try to persuade doubters of the practical application of a systems thinking approach is a bit like a pacifist trying to prevent war by fighting.

I sometimes wonder whether the benefit of systems thinking is not so much in any practical organisational application, but more in giving us a lens though which we can view who we are, and where we fit in the complex world in which we live and work.  That is, being more conscious about who we are and what we seek to create in the world enables us to create more meaning and satisfaction in our lives.  Being and not doing is to me, the real power of systems thinking and is also the ‘who’ of leadership.

I think the following story gives a flavour of what I am trying to describe.  Or company did some work with a group of leaders not so long ago.  We were looking at the place of personal growth and self-development in the role matrix of being a leader.  About half way through the session a question was posed to the leaders group about what they might change in themselves in order to generate a different outcome with a ‘difficult’ employee.  The response from one leader (let’s call him William) was clear, and somewhat bluntly delivered, “Why should I care?  As far as I am concerned they either like it or lump it!  If they don’t like my leadership they can go and work somewhere else”.  There was a momentary and rather shocked silence in the group before my well practised ‘group leader’ swung into action and we moved forward with the session as adequately as possible.   But, in that moment, what I was really conscious of was that I wanted to say, “Well you SHOULD care about the poor people who work for you!”

This incident led to some soul searching within me in the weeks following, and I wish to share some of my thinking with you.  My first reflections were thus:

  1. Systems thinking tells us that everything we are is learned.  No matter how blessed our genes, early life experiences and later experience in life and work, no leader is capable of optimally managing every situation he or she faces; nor is he or she beyond learning something new.  .
  2. Further to that, Ken Wilber in his Integral Theory describes the development of a new paradigm as both ‘including and transcending’ a previous paradigm.  Systems thinking also tells us that a holistic systems thinking approach is a more sophisticated paradigm than the mechanistic cause and effect, ‘either / or’ view of the world this leader was demonstrating.

But, despite the comfort of knowing this, something didn’t quite sit right in me.  The only way I can articulate what I was also thinking goes something like this…. Who am I to judge? ‘I am right and he is wrong’ is not a systems thinking way of seeing this situation.  So I began to reflect on and examine the situation from the perspective of some of the following understandings about systems thinking that we use in our work:

  • We human beings operate in our work and play in a network of relationship where it is impossible to fully see and understand the extent of the whole picture.
  • Even if we could see it all it is only a snapshot of a moment in time and then the next interaction occurs and the whole picture changes.
  • We cannot anticipate what will happen next.  We can warm up to what is possible but ultimately we have to act in the moment to respond as best we can to the situation or person we encounter.
  • How we respond is dependent on our personal ‘role system’ or the role repertoire we have developed within ourselves over time.

(N.B. a role comprises the values, beliefs, somatic experience and behavioural expression of a whole world view that occurs in response to another person or situation).

  • ‘Who we are’ emerges from our role system.
  • There has to be a sufficient level of perturbation in a system for change to occur.  Challenge is often the first step to change and every challenge is an opportunity to learn something new and add to our role system – or for changes to occur in the wider social system.
  • We can also choose to grow our role system (or wider social system) by being consciousness of what we are seeking to create.
  • Just as ‘we are what we eat’, who we are will largely determine who will follow us.

As I reflected on the situation I came to the following understanding:

  • The leader in question works for a large and successful family-owned business. There is a very low staff turnover and many staff remain in the business over their entire working lives.  They don’t consider themselves poor at all!

We have observed that many people who choose to work in family-owned and operated businesses tend to be comfortable or perhaps more accurately familiar with and accepting of the dynamics of such a family system; and perhaps originate from similar family systems themselves.  In such situations there is little need for change to the leadership practices in the business and the ‘FIFO’ principle works well.

  • In our work I have learned, sometimes painfully, that the way we work is not for everyone, not everyone is ready, willing and / or able to work with a systems thinking approach and the situation I have described was one of those occasions.   There simply was no requirement for William to change.

I myself however, found that I was really challenged by how judgmental I felt in the moment of William’s response.  My personal reaction to this situation was incongruent with my view of myself as a leader.  I highly value diversity, and struggled with the idea that I might expect William to see the world from the same lens as I did; or that I would believe his response was less acceptable than mine (even though I did).  This situation provided a platform for my learning and for growing who I am as a leader.

A wise teacher once said to me when I was struggling to deal with a situation where I was not the formally mandated leader, but it seemed that rest of the group I was working with were looking to me for some sort of leadership.  He said, “Leadership is conferred by the people who follow you.  The question here is not, Are you the leader?  The question is, Who is the leader you choose to be?”

Connect with Arohanui-Grace: Website | Twitter | LinkedIn

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Really Useful Things Leaders Can Do In A Recession

March 24, 2012 by

Leadership - RecessionA Brit, Jenson Button, recently won the first Formula 1 motor race of the 2012 season. You might not know too much about Formula 1, but those of you who follow Nascar will get the picture. These super fast and highly complex cars are designed and tuned to perfection by a dedicated team of experts. The drivers are trained and highly skilled. Any mistake, any imperfection can lead to disaster. Yet despite the complexity and despite the critical importance of getting it right, Button did not drive around the track in Melbourne pulling a team of engineers behind him in a trailer! The hard work had been done in advance, when things were quieter, when the pressure was reduced and when there was time for careful thought and analysis.

As Leaders, whether in business, in not-for-profits, or in public service; we are constantly looking for that key competitive advantage, that unique something that will set us apart from the competition and will result in us making it to the chequered flag before everyone else. We’re also consistently challenged by the tension between investing time and energy for the future whilst still delivering today.

Global recession is pretty challenging for most of us, but as we start to see early signs of recovery we have an opportunity: Race day is coming closer!

Now’s the time to get that engine tuned, to get some re-design so that we can make the best use of our aerodynamics when the race starts. Now’s the time to make sure that every member of the team has the chance to deliver peak performance.

People

No improvement journey can be successful if there’s no focus on people so people have to be the starting point!

When times are hard, our natural human inclination is to revert to survival mode. Creativity can become stifled, and anxiety can lead to team members becoming competitors or even enemies. But no one ever united around a vacuum! What a great time to share a positive vision of the future and to support team members to develop a better understanding of themselves and each other. Leading a vision is crucial, – and thinking around some key team-building, team-working, and team-development tools offers a road-map. In most organizations, it’s not the skill set that causes problems, it’s the attitudes, the commitment and the ability to collaborate with trust and creativity.

Process

Jenson Buttons Formula 1 Pit Team can change a wheel in about five seconds. – Actually, they can change four wheels in about five seconds!  Whether we’re delivering products or services, we can’t disregard key processes. Process review is pretty challenging when we’re at 105% of capacity and if things go well, that’s where we’re going to be in the near future. 65% of capacity doesn’t feel great but it can provide the margin that’s needed.  Those managers and leaders who maintain a focus on their processes will know: if you’ve been running with the same process for 18 months or so, the chances are that there are some valuable gains to be made!

Product

Over the last few months, I’ve worked with a manufacturer of office storage solutions that has realized that their existing machinery is ideally suited to make a whole range of other products for a completely different market; and with a service provider who has recognized that its excellent process for supporting people with learning difficulties, can offer a competitive edge in the care of elders. Now’s the time to talk. Talk with clients and customers, talk with the production guys and the R&D guys, talk with colleagues, neighbors and suppliers. What does the market want from our existing products and services? Where is the brave new world? What are we really great at and how else could we use that expertise? Innovation sometimes comes in a flash of inspiration. But usually it comes from hard work and collaborative exploration.

Leadership - Recession FinalRecession certainly doesn’t mean there’s nothing to do, but it can offer us an opportunity to focus on getting people, products, and processes in great condition – ready to take on the challenge of future opportunities no matter how each of us, defines that particular chequered flag.

 

 

Connect with Richard Andrews: Website | LinkedIn | Twitter

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