10 Effective Ways Leaders Can Influence Others Through Nonverbal Communications. For eleven years now, since retiring from the FBI, I have been working with business executives from all over the world. My principal objective has been to share with them how nonverbal communications can be used to enhance interpersonal communications and to change perceptions. Along the way, I have also learned a lot from my exchanges with these executives, and their teams about the nonverbals of effective leadership.
Here are ten characteristics that I found to be influential not just to peers, but perhaps more importantly, to those they lead: 1. Exceptional leaders are seen, not just heard @NavarroTells 2. 3. 4. 5. Great leaders use communications to connect, share, focus, and to demonstrate they care @NavarroTells 6. 7. 8. 9. 10. Conclusion: Influential leaders stand out because of the things that they do and say everyday. Image courtesy of. 10 Not So Obvious Barriers to Effective Leadership. Want employee engagement? Start recognizing small things.
Employee engagement is an urgent matter. Recognition offers a quick fix. Before inflicting major change initiatives, why not simply recognize and reinforce examples of where you want to head? Recognition provides an easy to implement and low-cost way to engage employees and shift your culture towards new values. Recognition provides a low-cost way to engage employees and shift your culture towards new values As Rachel O’Connor of the global management consultancy Hay Group observes, “When done well, recognition is a form of feedback that tells us we are doing something that is contributing to the organization’s success. Recognition is a form of feedback that tells us we are doing something that is contributing to the organization’s success The trick is to turn recognition from a program initiative into a leadership initiative. Spontaneous recognition of small but specific things is very powerful. Spontaneous recognition of small but specific things is very powerful Brad Palmer.
I Learned Lifelong Leadership Lessons in My First Job. This is a little story about how I learned the right way to manage people. My First Job: Age 13 or 14 When I was a kid, if I wanted something (like a slot-car, or a pellet gun), I could wait for my birthday or Christmas and hope my folks could afford to buy it for me, but beyond that it was pretty much up to me.
So I pulled weeds, sold garden seeds or Christmas and greeting cards door-to-door, sold grapes on the roadside, delivered newspapers as a back up for friends who had paper-routes. Typical kid stuff for that day. But those little jobs never brought in much money for the amount of work, so I decided to get a “real” job. There was a plant nursery about a mile from my home, and they occasionally hired teens to water plants, move stuff, mix soil, plant seedlings into nursery cans, and similar nursery work. Lesson One: Treat Everyone Nicely. The day I started, the Mr. Mr. Lesson Two: Continuous Improvement Mr. Me: “I’ll do that” Mr. Bill: “Hey Woody, I’m glad Mr. Me: “Sounds good. Mr. Mr.
Five Management Lessons I Learned Through Trial and Error. Being a manager is not something I particularly enjoyed. That’s not to say I wouldn’t jump at the opportunity to work in an environment where I had the responsibilities of being in management, but I don’t think anyone with their head on correctly actually wakes up looking forward to telling employees what they are and aren’t doing correctly.
This is especially true if you happen to be the messenger that delivers this feedback from the business owner (not a situation I’m in today, but one I have some experience with). Of all the lessons I’ve learned working in environments ranging from small businesses to local government and even enterprises, there are five basic principles on which I’ve formed my own personal management philosophy around. Some of these tips come not from working in management, but from being managed by someone else and recognizing what exactly did and didn’t make them a good manager.
People Hate Being Told What They’re Doing Wrong You’re Not the Expert — They Are. Leadership Is a Conversation. Artwork: Adam Ekberg, Arrangement #1,2009, ink-jet print The command-and-control approach to management has in recent years become less and less viable. Globalization, new technologies, and changes in how companies create value and interact with customers have sharply reduced the efficacy of a purely directive, top-down model of leadership. What will take the place of that model? Part of the answer lies in how leaders manage communication within their organizations—that is, how they handle the flow of information to, from, and among their employees. Traditional corporate communication must give way to a process that is more dynamic and more sophisticated. Most important, that process must be conversational. We arrived at that conclusion while conducting a recent research project that focused on the state of organizational communication in the 21st century.
Physical proximity between leaders and employees isn’t always feasible. Intimacy: Getting Close. Lessons from Semco on Structure, Growth and Change - Supervisory Leadership Article. Semco is one of the most interesting companies on the planet. There are no job titles and no personal assistants. People set their own salaries. Everybody shares in the profits. That sounds like a recipe for disaster, or at least chaos, but Semco has grown consistently for the last twenty years despite being located in one of the most volatile economies in the world. The story of Semco and its majority shareholder, Ricardo Semler, is often told something like this. That makes it seem like what Semco did was based on a clear strategy, and that you can follow a similar strategy with good results. Semco was founded in 1953 by Ricardo Semler's father, Antionio Curt Semler, an Austrian-born engineer. The company manufactured several products, but was known for its marine pumps.
Ricardo joined the company at age 19. That's where things might have stood for some time, except that recession came to Brasil in the early 80s. Neither was finding cash and business to keep the company afloat. Getting Results | The Book. Lessons Learned from Seth Godin. “Busy does not equal important. Measured doesn’t mean mattered.” – Seth Godin There’s a hidden message in this post – it’s your free prize inside. Whether you find the free prize or not, this post will make you think. About your life. About work. About just about everything. Why? I have to say, this was my most challenging “greatness distilled” post to date. As you explore Seth’s work, find what you can use for the business of life, or the game of work. 25 Lessons Learned from Seth Godin Seth is full of lessons and insights.
Have a bunch of good runs before the sun sets. Top 10 Seth Godin Quotes Here are my top 10 favorite quotes by Seth: “Expectations are the engines of our perceptions.” Seth Godin Quotes Organized by Category I’ve included some of my favorite Seth Godin quotes below. Catalog of Seth’s Resources (Sites, Books, Videos) Seth has a wide range of resources, from blog posts to books. My Related Posts Photo by jurvetson.
References to read. Engagement and motivation. Viv McWaters. Thoughts on leadership April 10th, 2012 Everybody has a view on leadership. I’m wary of anyone who says they have figured out the 5 things that great leaders do or the 7 things that great leaders never do etc. The internet is full of these sorts of posts. It seems no matter what else we say, we humans like lists, and we like them even more when someone else does the work for us. I could easily spin off on a post about lists – maybe another day. What I really want to share are a few great insights from Phelim McDermott’s talk On Death and Doing Nothing. “Keith Johnstone has a game where people say “let’s …” then everyone says “Yes Let’s” and everyone does it.
A: Let’s.. Everyone: “Yes let’s..” and everyone does it. People think it’s a game about agreeing and saying yes to everything with a cheery grin. But it’s actually much more subtle than that. Over time, what you discover is that those things that are satisfyingly easy to accept are sort of already happening within the group.