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Who New CEOs Fire First - Sarah Green - Our Editors. Attributes of a high-performing team. How do you know you are building a good team?

Attributes of a high-performing team

After all, from what you see, everyone attends, shows up on time, and participates in your meetings and team events. Each of the team members seems to get on OK and you are achieving your tasks. So you must be building a good team – right? Here’s a checklist of things that should exist in a good team environment. Does your team exhibit the following characteristics? A high level of inter-dependence among team members Team members have developed mutual trust The team is clear about goals and establishes targets Team member roles are defined Each team member is willing to contribute There’s an environment of healthy contention and communication Team members can examine failure without slipping into personal attacks The team has a capacity to create new ideas Each member knows he can influence the team agenda The leader has good people skills and is committed to a team approach.

Why Innovators Love Constraints - Whitney Johnson. By Whitney Johnson | 12:00 PM February 4, 2013 While dreaming and disrupting has unfettered me in many ways, it has shackled me in others.

Why Innovators Love Constraints - Whitney Johnson

One of the most unexpected was losing a part of my identity. How Managers Become Leaders. Artwork: Adam Ekberg, Country Road, 2005, ink-jet print Harald (not his real name) is a high-potential leader with 15 years of experience at a leading European chemical company.

How Managers Become Leaders

He started as an assistant product manager in the plastics unit and was quickly transferred to Hong Kong to help set up the unit’s new Asian business center. As sales there soared, he soon won a promotion to sales manager. Three years later he returned to Europe as the marketing and sales director for Europe, the Middle East, and Africa, overseeing a group of 80 professionals. Continuing his string of successes, he was promoted to vice president of marketing and sales for the polyethylene division, responsible for several lines of products, related services, and a staff of nearly 200. Is Your Leadership Showing? Most members of a team know when they’re doing their work well.

Is Your Leadership Showing?

A Note About Introverts and Teams. If you encounter an individual who considers the prospect of working on a team to be a form of long-acting torture — you just might find they would describe themselves as an "introvert".

A Note About Introverts and Teams

To an introvert, teaming can become a bit of a workplace nightmare — in direct opposition to how they would normally approach their work. The essence of teaming experiences, including vying for airtime to present ideas, can put off an otherwise satisfied employee. Ultimately, the often "on-demand" nature of team participation, doesn't always jive with all personalities or work styles. But, introverts, those who tend to "focus inward", still deserve a fair chance to excel in the realm of teams.

For the significant percentage of the US that describe themselves as an "introvert", team membership shouldn't boil down to becoming louder to be heard. There is good reason to ensure that introverts participate fully in the team process. Build mutual respect. How do you help your introverted team members shine? How to Get Feedback When You're the Boss - Amy Gallo - Best Practices. The higher up in the organization you get, the less likely you’ll receive constructive feedback on your ideas, performance, or strategy.

How to Get Feedback When You're the Boss - Amy Gallo - Best Practices

The Magic of Doing One Thing at a Time - Tony Schwartz. By Tony Schwartz | 8:53 AM March 14, 2012 Why is it that between 25% and 50% of people report feeling overwhelmed or burned out at work?

The Magic of Doing One Thing at a Time - Tony Schwartz

It’s not just the number of hours we’re working, but also the fact that we spend too many continuous hours juggling too many things at the same time. What we’ve lost, above all, are stopping points, finish lines and boundaries. Technology has blurred them beyond recognition. If You Don't Prioritize Your Life, Someone Else Will - Greg McKeown. By Greg McKeown | 8:00 AM June 28, 2012 “A ‘no’ uttered from the deepest conviction is better than a ‘yes’ merely uttered to please, or worse, to avoid trouble.”

If You Don't Prioritize Your Life, Someone Else Will - Greg McKeown

So said Mahatma Gandhi, and we all know how his conviction played out on the world stage. But what is less well known is how this same discipline played out privately with his own grandson, Arun Gandhi. Arun grew up in South Africa. When he was a young boy, he was beaten up twice: once for being too white and once for being too black. S Most Popular Blog Posts of 2011 - Katherine Bell. By Katherine Bell | 10:49 AM December 27, 2011 As 2011 comes to a close, the editors of HBR.org are taking a look back at the most popular blog posts of the year to find out what most preoccupied you, our readers.

s Most Popular Blog Posts of 2011 - Katherine Bell

These 11 posts all hit a common nerve and went viral; it’s no surprise that most of them contain advice about how to succeed and be happy at work. How to Recognize a Great Boss, or Even Be One. An Offer You Can't Refuse: Leadership Lessons From "The Godfather" What's Your Influencing Style? - Chris Musselwhite and Tammie Plouffe. By Chris Musselwhite and Tammie Plouffe | 2:45 PM January 13, 2012 Effective leadership today relies more than ever on influencing others — impacting their ideas, opinions, and actions.

What's Your Influencing Style? - Chris Musselwhite and Tammie Plouffe

While influence has always been a valuable managerial skill, today’s highly collaborative organizations make it essential. 6 Habits of True Strategic Thinkers. In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic. " Whatever that means. Why Peter Drucker Distrusted Facts - Stephen Wunker. By Stephen Wunker | 8:17 AM November 4, 2011 Management consulting is an industry built on facts. A “fact-based decision” (a phrase that returns 1.8 million Google results) requires legions of analysts to gather and crunch data, and it so happens that consulting firms supply precisely such people.

Facts appear to de-politicize decisions, imposing objectivity and facilitating difficult choices. Who but an imbecile could be against reaching for data? Peter Drucker, arguably the greatest management scholar of the past century, was certainly no imbecile, yet one of his most important insights gets ignored in the rush for facts. “Most books on decision-making tell the reader: First find the facts.

Drucker provides several theses supporting this broad assertion: Get the Mentoring Equation Right - Whitney Johnson. By Whitney Johnson | 5:01 PM October 25, 2011 This post was co-authored with Bob Moesta. While it’s written from my perspective, he was central to the development of the idea. Bob is the Managing Partner of The Re-Wired Group in Detroit, an innovation incubator and consultancy specializing in demand-side innovation.

Be Your Own Hero - Nilofer Merchant. By Nilofer Merchant | 7:18 AM November 4, 2011 When I was growing up, I looked for a savior in just about everyone. There were too many fruitless visits from child protective services. There were too many police cars that arrived to “quiet things down” only to let them flare up again the next day. There were too many visits to the hospital.The police men, the agency representatives, and even the hospital workers seemed unable to do anything about what they clearly knew was a problem.

There were still too many holes in the wall from when the rolling pin aimed at me, missed. The George Costanza Approach to Fixing Fatal Flaws - Scott Edinger. By Scott Edinger | 11:23 AM October 25, 2011 In my work on leadership development, the first thing I usually advise is to look past your flaws to your strengths, since no one becomes an extraordinary leader by becoming flawless. You become a great leader, our research shows, by having strengths so profound people forgive, if not completely overlook, your faults. But about 20% of the time, I encounter a person whose flaws are so deep that no strengths can make up for them. How To Successfully Build A New Habit.

According to researchers at Duke University, habits account for about 40 percent of our behaviors on any given day. [1] Understanding how to build new habits (and how your current ones work) is essential for making progress in your health, your happiness, and your life in general.