Here are six great ideas to move performance from good to great. From the stories you tell to your own bold moves others will be telling stories about for years to come, you can build perseverance, passion, and engagement. Today’s post is by Paul Smith, thoughtLEADERS instructor and author of Sell With a Story. Here’s an easy way to learn some new leadership skills – in easy-to-digest 10-minute podcasts you can listen to at your convenience. These podcasts are based on interviews with 100 executives and leaders at dozens of companies around the world. Each episode brings you an important leadership lesson through a single compelling story. These next 6 episodes will help you learn to do remarkable things other people will talk about, lead your team to love what they do or find the perseverance to press on even in the face of defeat or ridicule, move their performance from good to great, and learn 5 steps to giving more effective feedback. Staff meetings your employees won’t try to crawl out of One of the perhaps less-than-obvious ways to help the people who work for you to find passion for their work, is to remove the things they’re decidedly dispassionate about – starting with your staff meetings. Perseverance: The Pringles Story Perseverance in the face of defeat is a required character trait in sports and politics. You have to lose a few games and races on the road to the Super Bowl or to Washington. Here’s what it looks like when you demonstrate perseverance in business. The Jittery Compass: Moving your performance from good to great
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Our reader poll today asks: What are your expectations of team members when it comes to their development? They are 100% in charge of their own development. 5% They should drive their development, and I provide some resources. 41& We should partner equally on their development plans and actions. 51% I should drive most of their development efforts with their assistance. 7% I am 100% responsible for their development. 1% Individuals drive their development. 92% of you state that the individual needs to drive their own development with some assistance from you. While they’re responsible for driving it, be sure you give them the resources they need to do so. Guidance on skill gaps, suggestions on ways they can fill those gaps, access to training, funding for coursework, time away from their desks to develop, and growth opportunities in their roles are things only you can provide. You can tell them they need to drive their development but if you don’t support them with appropriate resources, they’ll get frustrated, disillusioned, and eventually look for a leader who will invest in their development. There are more opportunities than ever to help people learn – guide them to those options and put the conditions in place where they can take advantage of them. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
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Being an authentic leader isn’t just good practice, it’s a necessity for the short, and long, term success and progress of your business. Today’s post is by thoughtLEADERS principal Maureen Metcalf. I am keenly interested in understanding how leaders progress their business agendas as well as the global agenda in times of significant geopolitical shifts. I attended the International Leadership Association’s conference, Authentic Leadership for Progress, Peace & Prosperity, in West Palm Beach, Florida, where keynote speakers, academics, award recipients and leaders across industries and the globe discussed their perspectives on the subject. This article summarizes my key takeaways. With 39 countries represented at the conference, the focus on the volume, complexity and rate of change in the current climate continued to inform the conversations. So too did the political landscape, particularly the disillusionment with democracy and the move toward populism. The conversation was also impacted by several events happening in the background, such as a bomber delivering 14 bombs to democratic leaders and supporters, who was actually apprehended near West Palm Beach, where the conference was being held. There was also a synagogue shooting in Pittsburgh in the morning of the final day at the conference. These events called to question what more we, as members of an international association, can do to focus on the intersection of leadership, scholarship and practice at a conference that focuses on progress, peace and prosperity.
Our reader poll today asks: The last time you provided difficult feedback, how did it go? The reaction was much better than I expected. 36% The reaction was about what I expected. 54% The reaction was much worse than I expected. 11% It’s not as bad as you expect. While many of you got pretty much what you expected the last time you delivered difficult feedback, more of you were positively surprised by the reaction than negatively surprised. That’s not surprising. Giving feedback is a stressful process. We don’t like delivering tough messages and we mentally prepare ourselves for conflict going into the conversation. Recognize that people appreciate being told when something isn’t going well. The vast majority of people want to do better and are happy to hear ways they can do that. To get more comfortable with delivering tough feedback, use a standard feedback model that provides facts first, then interpretation, then a call for action. By starting with the facts, you remove emotion from the situation and people are much more willing to hear what you have to say rather than getting defensive and debating it. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
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Emotional intelligence is no longer a ‘nice to have’ in the workplace, but a ‘must have’ to be effective in the modern workplace. Today’s post is by Asha Tarry. Emotional intelligence skills are those important soft skills that are now reaching the desk of more and more leaders. It used to be targeted as a set of skills that belonged to customer-driven and service industries. However, we are learning there are people who are inept at having those important, emotional, human skills which connect people and build strong teams. That is why emotional intelligence is now being considered an important asset for employees. We need to reevaluate how we review resumes. It matters that employees have a good grip on soft skills. For example, being an effective communicator, and being able to adapt to the different styles in which people work, should become required skills. Most people want to avoid certain emotions at work, but that is where they spend most of their time. That is why emotional intelligence should not be limited to helping just customer-driven industries or education workers.
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Creating a culture of overt collaboration is foundational to an organizations ability to maximize results. Today’s post is by thoughtLEADERS principal Maureen Metcalf. In the United States, where we recently came out of a challenging election season, a concern for many leaders in the last few months has been creating workplaces where all employees are focused on the mission of the organization and not distracted by the political views of their colleagues. It seems that with this election, we are seeing a decrease in civility, openness and appreciation for alternate points of view. While this problem is accelerated by the recent election in the U.S., we are seeing similar concerns globally as we experience factions pushing toward globalism while others move toward localism. For example: Bill is leading a group of technology professionals. They come from diverse backgrounds, and many are new to the organization. They are focused on IT security, a field that is evolving quickly. This group is continually faced with challenges they have not seen, and they are one of the top organizations among their peers. They are encouraged to attend conferences, read, talk to people in different industries and talk to thought leaders. Their only limitations in their interactions are time and money—the same limitations we all face. In addition to being encouraged to solicit information continually, they are explicit about their culture. They have discussed how they will work together and define the elements that support a highly effective culture. These agreements are foundational to their ability to think and behave collaboratively as their primary approach to problem-solving.
Leadership cannot be do as I say, leadership must also be do as I do, show your team how you want to operate. Today’s post is by Pat McManamon, author of The Intentional Sales Manager (CLICK HERE to get your copy). As a sales leader, you have to admit it’s been an interesting year. You’ve been faced with business challenges you never even imagined you would encounter. Guess what? Your sales people are in the same situation! Your decisions, like theirs, are going to be crucial. What criteria will you use to make them? Business is still being conducted; prospects are reaching out; your competition is on the phones and on the streets; customers are buying. Many companies I’ve spoken to had a record month in March despite the disruption of a nationwide shutdown. All signs point to a strong recovery in the near future for those who are prepared. But we must be prepared to make constructive changes, and we must accept that the most important change starts with us!
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The top-down hierarchical structure of organizations is limited and outdated. Here are four tips for leaders to adjust their strategic planning process to support a networked model. Today’s post is by Chris Yates, author of Share (CLICK HERE to get your copy). During my work from home life, kids have been teaching me how to win Battle Royale in Fortnite. For my 10-year old son, it’s all about taking the high ground to snipe at your opponents. My 12-year old daughter, on the other hand, builds networks and alliances. She is already conditioned by societal gender stereotyping to win not through force or the relentless focus on the high ground. She seldom loses, and is perhaps better prepared by that same stereotyping to win in a future world. In most organizations, there is a basic assumption that the hierarchy of titles represents the hierarchy of information. Bosses know best because they’ve taken the high ground. Most management books, gurus, and models created to date have been based on the same premise of a vertical organization with a hierarchy of power. Recently, management theory has been about creating a more effective pyramid, by turning it upside down and calling it servant leadership. Nevertheless, it’s still a pyramid.