The Conscious Lifestyle: A Leader Must Be Aware Great Managers, Great Leadership; Think of Them as Engagement Maestros A new VP rides into town for the holidays! This past week in New York, as in other cities, there were Christmas parties all over town. In this case, the department got together with drinks, food and holiday festivities. It was a festive occasion with everyone engaged and having a heck of a time. A Gen Y person that I know is not satisfied with her job and works for this company. However, internally she had already been identified as a superstar by all. Ask the right questions The problem is that she wants more work to do and really wants to get involved in more challenging assignments. The VP came along and the two of them have a great discussion. The morning after the party, she walks in oblivious to any of this until one of the managers pulls her aside and gave her the backtalk. The impact of leadership The VP was impressed with the conversation, and more importantly, with the feedback from the managers. And THAT is what manager engagement is all about. Managers control engagement
The Conscious Lifestyle: A Leader Must Look and Listen and Know How to Resolve Conflicts (Part 2) 10 Things To Do Every Workday 4 Leadership Lessons From Abraham Lincoln In a scene from the Steven Spielberg movie Lincoln, Mary Todd Lincoln tells her husband: "No one is loved as much as you by the people. Don't waste that power." Spoiler alert: He doesn't. While the movie focuses on the passing of the 13th Amendment abolishing slavery, it also gives a lot of insight to Lincoln's strong leadership skills -- those things that have made him so admired. While you may not be leading revolutionary change in the country, here are four leadership lessons from our 16th president on how to lead revolutionary change at your startup or small business. 1. Rick Lepsinger, president of the New York City-based leadership consulting firm OnPoint, agrees: "Don't hire in your own image," he says. Lepsinger suggests that leaders not allow conflicts to fester, but bring them to the surface as soon as possible. Related: The Strengths and Weaknesses of Your Leadership Style 2. 3. 4. Related: How to Earn Your Employees' Respect
Action Method II: Keeping Projects Alive Action Steps are the most important components of projects—the oxygen for keeping projects alive. No Action Steps, no action, no results. The actual outcome of any idea is dependent on the Actions Steps that are captured and then completed by you or delegated to someone else. Action Steps are to be revered and treated as sacred in any project.The more clear and concrete an Action Step is, the less friction you will encounter trying to do it. To avoid this, start each Action Step with a verb: Call programmer to discuss . . .Install new software for . . .Research the possibility of . . .Mock up a sample of the . . .Update XYZ document for . . . Verbs help pull us into our Action Steps at first glance, efficiently indicating what type of action is required. The more clear and concrete an Action Step is, the less friction you will encounter trying to do it. Imagine you and I are having a conversation in a meeting. Follow up with [name] re: guy’s website w/ similar functionality.
4 Ways to Be a Leader Who Matters The greatest need we face in business today is leadership that makes real, positive change in the long term. Because of the financial market's short-term focus on results, the media's need to fill columns with stories linked to current events, and a culture that fetes celebrity, we reward the new, the counter-intuitive and the loud. And yet the most important challenges we face are none of these things. Our greatest challenge is to to build companies that grow and are profitable in the long term, which provide valuable and rewarding employment, and which contribute to a just and fair society. Achieving this requires leaders who are prepared to do more than simply rush to the next opportunity and extract the maximum short-term gain. I've also watched as many have achieved true greatness--those who have become leaders who changed industries, cities, lives. 1. The rest of us need to work at it. 2. The one-year horizon works for me in most cases because of the nature of my business. 3. 4.
Related Links Archived Measurement Resources’ Articles February 2014: Output vs. Outcomes and Why It Matter January 2014: A Measureable Roadmap to Success December 2013: Fives Steps to Enhanced Employee Engagement November 2013: Do I Need a Control Group? October 2013: Five Tips on Visual Design for Effective Annual Reports September 2013: Changing the World with Measures: Three Initial Steps August 2013: Three Steps to New Levels of Nonprofit and Government Success July 2013: The Six Required Elements to Eliminate Measurement Frustration June 2013: Three Simple Steps for Determining Powerful Outcome Measures May 2013: Why Data are Critical for Nonprofits to Win Grants and Increase Funding April 2013: Nonprofit and Government Effectiveness: Three Alternative Measures to Administrative Overhead March 2013: Overcoming Barriers to Success: Making Data-Driven Decision Making Affordable February 2013: Aligning Measurement and Leadership January 2013: Planning to Implement July 2012: Celebrate Your Way to Excellence
A Vision of Leadership Development for the 21st Century | Be Learning Blog One lovely Wednesday morning in February, a group of people, passionate about leadership, gathered together to reflect on current leadership development philosophy and practice, and to imagine what might be different in the future. The forum took place under the banner of “Phronesis” where business education professionals gather to share insights and create space for new ideas to emerge. Facilitated by Miriam Tassone, co-founder and director of Be Learning, the group was comprised of academics, practitioners and leaders from MGSM, Whyte & Co, Grerashe Consultants, Linkage Management Consultants, The Leadership Practice and Be Learning all working in the field of leadership development, learning, coaching and business administration. The session began with an examination of what personally interested people to attend the session and what they were passionate about with regards to leadership. Visions were then shared.