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Is Your Leadership Showing?

Is Your Leadership Showing?
Most members of a team know when they’re doing their work well. They often have a particular area of expertise, and they have deadlines and deliverables. For leaders, it’s a bit different. How do you show that you’re leading? Here are five competencies that good leaders demonstrate. 1. We know that leaders need to be seen by followers--from formal presentations and announcements, to a crisis, to simple “managing by walking around.” As a leader, when do you feel out of your comfort zone? Ask yourself, “How am I visible to others when I don’t want to be?” 2. Many leaders are great at preparing the logistics of leadership (the facts and figures in a plan, or the pitch for a presentation). Just as athletic activities involve physical, mental, and emotional energies, leadership is a “whole-body practice” and requires preparation of the whole person. 3. This is closely related to preparation, because leadership discomfort is greatly enhanced by a lack of preparation. 4. 5. Related:  Leading

Handy tips for young leaders to take on organisational challenges ET Bureau Sep 27, 2012, 07.32AM IST (ET gives the young leader…) Being a star young leader comes with its fair share of challenges. The organisation's expectations are high, and tricky issues such as an inefficient boss, time management, older colleagues and career stagnation can derail the best-laid plans. ET gives the young leader handy tips to take on challenges while keeping an eye on the big picture. HOW TO MANAGE OLDER COLLEAGUES Respect, appreciation and trust are traits that will help you gain their confidence and stand you in good stead. Case Study In a leadership role, there is a tendency to command respect, but when dealing with older professionals, it is important to first respect them for their experience, says Sanjay Singh, director, HR and administration at Cairn India. Keep their concerns in mind Evaluate your leadership style Singh dealt with a professional 20 years his senior, who had rigid views. Avoid Micro-Management Leaders need to explain the context well. Case study

If You're Not Micromanaging, You're Not Leading - Michael Schrage by Michael Schrage | 11:45 AM May 23, 2012 The single most revealing moment in the coverage of JPMorgan’s multibillion dollar debacle can be found in this take-your-breath-away passage from The Wall Street Journal: On April 30, associates who were gathered in a conference room handed Mr. Dimon summaries and analyses of the losses. Only when he saw the actual trades — the raw data — did Dimon realize the full magnitude of his company’s situation. Dimon (whom I’ve met and admire enormously) acknowledges he was too complacent. At one global telecommunications giant, for example, a critical network software upgrade was not only slipping further behind schedule, but the bug density was slowly creeping up, as well. There’s both a cultural and personal difference between this kind of micromanagement and being a control freak. Yes, there’s something vaguely mistrustful and distrustful about insisting on a diet of raw data rather than a richly prepared presentation of nutritious analytics.

11 Habits That Exude Success Page 1 of 2 Consider this: You can polish your mind with knowledge until it is a blinding shine, but if you don't externalize it, no one will recognize it. Success is all about being noticed. You get noticed by showing the goods. By adopting the following habits, you'll televise your qualities to the world (discreetly, of course). 1- Brag discreetly I cannot emphasize the word discreetly enough. For instance, say: "I went to New Zealand on vacation. But don't make it all about you. 2- Be a good communicator Do you ever wonder why companies today spend so much money on PR? The trick? Choose your words carefully. Listen to others. 3- Exit graciously Sometimes, you just need to cut a conversation short or leave important company on a dime. 4- Know about life's finer things You may be able to fire off the RBI of every Yankee batter since 1930. I recommend that you familiarize yourself with food, wine, cigars, art, and literature. Move in many circles...

8 Things Great Bosses Demand from Employees My recent column, 8 Core Beliefs of Extraordinary Bosses, drew a flood of responses. But there's one thing I didn't mention: An extraordinary boss communicates his expectations clearly to his team. That way, everyone understands what it will take to make your company succeed. With that in mind: If you are the boss, you'll want to share this column with your team, because it will make your job a heck of a lot easier. And if by chance you're not the boss, memorize this column–because it contains the key to long-term success. Here are the rules for keeping your boss happy: 1. Your boss wants to trust you. 2. The secret fear of every boss is that employees are screwing up but are not saying anything about it. 3. Your boss wants to believe you're competent and on top of things. 4. Bosses appreciate individuals who truly care about what they do and willing to take the time to achieve a deep understanding of their craft. 5. 6. Complainers are the bane of your boss's existence. 7. 8.

Leadership Secret Three: Two Skills Great Leaders Master Six tactics of natural leaders In this week's Leadership Blog, our coach John M McKee shares six tactics you can use to move up the ladder more quickly. Ever notice that some people seem to be "natural leaders"? For them, leadership is like wearing clothes that were custom-made. But most people struggle with the role of leader. The "fit" isn't comfortable. Natural leaders share a secret: They recognize that they need to adjust every time they get new assignments or additional responsibilities. Here are six tactics you can use to improve your career success while building a reputation as a "natural leader": 1. Here's to your future! John Executive leadership coach

8 Habits of Remarkably Successful People I'm fortunate to know a number of remarkably successful people. I've described how these people share a set of specific perspectives and beliefs. They also share a number of habits: 1. Back-up plans can help you sleep easier at night. You'll work a lot harder and a lot longer if your primary plan simply has to work because there is no other option. If somehow the worst does happen (and the "worst" is never as bad as you think) trust that you will find a way to rebound. 2. You can be good with a little effort. But you can't be great--at anything--unless you put in an incredible amount of focused effort. Scratch the surface of any person with rare skills and you'll find a person who has put thousands of hours of effort into developing those skills. There are no shortcuts. So start doing the work now. 3. ...and they work a lot more. Forget the Sheryl Sandberg "I leave every day at 5:30" stories. Better yet, they want to put in lots of time. 4. Conventional wisdom yields conventional results.

The Joy of Leadership How is your joy of leadership? How do you know? As you read those questions, a third question may arise – What does joy have to do with it? My answer is “everything!” When you think about leading a team, initiative, or organization, does it bring an inner sense of confidence and joy? The answer, I believe, should be “yes, if you are in the right role and have the right approach.” Leadership is a set of principles and values that are exemplified through your actions. On the other side, if you are leading in a way that just doesn’t fit right with your inner values and principles, then you may be reluctant to act and interact with others. Now, you may think you are leading in a good, centered way, yet you may not have developed the right leadership principles and values. You may think the joy of your approach is shining through. Expressions to be aware of may be: A look of strain, holding back when interacting with you. We live in challenging times. We have big problems to solve.

The 20-Minute Exercise To Eradicate Negative Thinking After a flurry of emails in response to my blog post on passion, I reached a disheartening realization: Passion is useless if you don’t already believe. You see, what we can achieve is limited by what we believe. Henry Ford knew this: “Whether you think you can or you think you can’t, you are right.” So here I was, passionately committed to become the world-class business guru, best-selling author, the speaker who fills stadiums. You’ve probably heard that voice as well. I’m making progress--my book sales are accelerating, my keynote audiences are growing, and I’m sharing the stage with people like Jack Welch and Robin Sharma--but in the back of my mind the voice pulls the reins: “You can’t do it.” Great “outthinkers” seem to overcome this voice. Belief is contagious. So what do you do when you don’t believe? Fundamentals 1. 2. 3. 4. The Model Imagine a hot air balloon being held down by four anchors. The four anchors represent evidence, logic, emotion, and social consensus.

Best Leadership Books of 2011 WE HAVE more recorded information about leadership now than at any other time in history. Most of it deals with the surface turbulence, which is important but not complete. In all of this information there is the sense too, that perhaps we have lost the wisdom we need and that maybe some new thing will help us to avoid what we already know and don’t want to do. For the most part, it’s still business-as-usual within the same framework—control. It’s hard to give up fundamental beliefs even though they really aren’t working for us anymore. We could all benefit from daily reflection. Consider: Harnessing the Power of Reflective Thinking In Your Organization by Daniel Patrick Forrester From Values to Action: The Four Principles of Values-Based Leadership by Harry M. Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All by Jim Collins and Morten Hansen Good Strategy Bad Strategy: The Difference and Why It Matters by Richard Rumelt Biographies: Related Interest:

Handling Office Politics | My Take I wanted to understand from different professionals as to what is it that bothers them the most at the workplace. One thing which came out strongly was that they wanted to know how to handle office politics. It made me think a lot, basically from three perspectives. Firstly, the reason behind the existence of office politics, since I’ve always believed it should not exist, secondly, how to eradicate it if it exists, and thirdly, even if we accept its existence, how do we handle it? It takes me back to the days when I had just started my career. I thought, why should I be facing this if the easiest way out is to just keep your boss happy, attend all the parties, talk nicely to him, ensure that you get credit for what’s happening, spend a lot of time in rumor mongering so I could pick up the grapevine flowing in the office and communicate it to him? Soon after the second day, when I was going off to sleep, I was lying in my bed and realised I hated myself.

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