Three Powerful Conversations Managers Must Have To Develop Their People. The fog of war envelops every battlefield.
When the plan breaks down amid the chaos and ambiguity, how do young Marines know what to do next? How can they take relevant action in the present when their carefully detailed plan has been rendered useless? Every leader communicates something called Commander’s Intent — effectively an end state or envisioned future of the battlefield when all is said and done. Understanding this vision, even the most green Marines can take decisive, relevant action right now.
Managers should equip their people to achieve the same level of clarity in their careers, says Candor, Inc. co-founder and COO and former military leader Russ Laraway. Laraway believes that managers can grow and retain top talent by helping their employees articulate long-term vision for their careers. Why Career Conversations Are Your Secret Weapon Companies face both a threat and an opportunity when it comes to their employees’ long term career aspirations. Don’t have them at all. 1. 10 Things Leaders Should Never Do. 7 Qualities Servant-Leaders Expect From Others. 7 Qualities Servant-Leaders Expect From Others.
I’m Not a Servant - I’m a Host! A New Metaphor for Leadership in Agile? What does it mean being a leader?
And what does it mean being a leader in an agile context? This fundamental question is being continuously asked by many people and in various settings: from the small startup to the big organization we are all trying to understand how to implement a sound leadership model. In fact leadership is highly contextual and very much connected to the interpersonal skills of the individuals, so a “model” of a leader that tells you how to act in such a role will anyway be limited. What if you could instead get your inspiration on how to lead from a metaphor? 8 Qualities That Make Great Bosses Unforgettable. Google-isn-8217-t-looking-for-stanford-and-mit-grads-it-8217-s-looking-for-this-
The prototypical Silicon Valley star is perceived as a genius from Stanford, MIT, or Harvard who's technically brilliant, inspires with vision, and carries the day.
It even used to seem impossible to get a job at Google if you weren't a Stanford or MIT grad. As recently as 2012, even if you'd been out of college for 10 years, they would still ask you for your college GPA and what you made on the SAT in high school. Yet that's not at all what Google has discovered are the most important qualities. Google is a company that's obsessive about looking at data to determine what makes employees successful leaders, and the numbers showed something surprising. The prototype is completely wrong. The most important character trait of a leader isn't where she went to school or her IQ. Simon Sinek: Love Your Work. Simon Sinek: If You Don't Understand People, You Don't Understand Business. Simon Sinek: If You Don't Understand People, You Don't Understand Business. Leadership With Simon Sinek: Serving Those Who Serve Others.
Volume 11 #1: Three Tips for Becoming a Servant Leader. Servant leadership. Servant leadership is both a leadership philosophy and set of leadership practices.
Traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid.” By comparison, the servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible. History before Robert Greenleaf Servant leadership is an ancient philosophy - one that existed long before Robert Greenleaf coined the phrase in modern times. There are passages that relate to servant leadership in the Tao Te Ching, attributed to Lao-Tzu, who is believed to have lived in China sometime between 570 BCE and 490 BCE: The highest type of ruler is one of whose existence the people are barely aware.
Chanakya wrote, in the 4th century BCE, in his book Arthashastra: Servant leadership can be found in many religious texts, though the philosophy itself transcends any particular religious tradition. Robert K. Characteristics Models Servant Leadership. Takeuchi and Nonaka have written an article on Leadership in the Harvard Business Review.
The latest issue. Since they are the godfathers of Scrum, one feels compelled to discuss leadership in the context of Scrum. First. we must note this is a big topic, and with somewhat different issues depending on the size of the firm. Also, leadership is separable from lean-agile-scrum. Within the context of Scrum, let's over-simplify and consider leadership at three levels. Within the team. We find that the most important thing that a team does is create knowledge. We find that power and knowledge creation do not go well together. And the innovation, the new new product, must be not only clearly new, but also relevant to the customers. So, inventing a new product is somewhat like magic. So, perhaps you can see now why power and creativity do not work well together. Leadership and power are not the same thing.
The Product Owner and the ScrumMaster are often thought to be leadership roles.