Goal Setting PowerPoint PPT Content Modern Sample How to Master Situational Leadership There is a saying repeated often in the U.S. Army: “Where you stand is where you sit.” It means, in essence, that your perspective depends on the position you occupy in an organization. When 19th century general Braxton Bragg was serving simultaneously as a company commander and company quartermaster—the officer tasked with approving requisitions—he famously wrote a memo in his commander role requesting resources, then wrote a memo as quartermaster refusing that order. Bragg-as-commander appealed, was again refused by Bragg-as-quartermaster, and finally Bragg requested that the post commander intervene and settle the dispute. Bragg represented an extreme case, but in making each of these decisions, he was looking out for the interests of his team. "You’ve got to be very, very careful not to do the job you used to do, but the job that you’re there to do." For Col. Think: Two Up/Two Down In the U.S. “When I get my assignment, I not only have to understand my mission,” Halloran says.
Leader 101 The Strategic Pyramid What’s the difference between a mission and a vision? How’s a purpose different from a goal? Does the corporate mission last forever, or does it change over time? If you’re confused about any or all of these, it’s not your fault. Here’s a simple model that puts the major concepts of the last 20 years into a clearly defined hierarchy. Notice in the pyramid that mission and vision are on the same level. That’s it. image credit: wikipedia.com
Collaborative Style of Leadership There are probably hundreds of definitions of leadership. However, at its essence, leadership is influencing others to accomplish results. Leadership is not so much about what you do and accomplish on your own. It is about what you are able to help others accomplish. It is about how you are able to influence other people to raise their level of performance to new and better heights and contribute more than they previously thought possible. In 1978 a biographer by the name of James McGregor Burns wrote a book entitled Leadership, in which he described the lives of people he felt were world class leaders—Ghandi, Mao, Woodrow Wilson, Franklin Roosevelt, Stalin and Hitler. According to Burns, power-wielders impose external control on their followers. Transformational leaders, on the other hand, care about the needs and interests of their followers as well as their own. Expanding on Burn’s theme, I want to introduce a two dimensional model of leadership behavior. Four Styles of Leadership
Articles - Leadership (Listed Alphabetically) The 10 Greatest CEOs of All Time What these extraordinary leaders can teach today's troubled executives. And the Walls Came Tumbling Down Leading Beyond the Walls, a book edited and produced by the Peter F. The most productive relationships are partnerships rooted in a freedom of choice vested in both parties to participate only in that which is mutually beneficial and uplifting. Building Companies to Last Inc. In a world of constant change, the fundamentals are more important than ever. Building Your Company's Vision (not available online) Harvard Business Review (with Jerry I. This HBR cover story explains how companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. Change Is Good—But First, Know What Should Never Change Companies Need Not Hire Outside CEOs to Stimulate Fundamental Change Directorship (with Jerry I. Inc. This article is part of Inc.'
This Highly Decorated University President Shares the 8 Attributes of Great Leadership There are leaders, and then there are leaders of leaders. Dr. Christopher Howard, a member of the Young Presidents' Organization (YPO), knows a lot about growing leaders. He was named one of the "20 Most Interesting College Presidents" by The Best Schools in 2015. During Dr. Howard's six and a half years as president at Hampden-Sydney College in Virginia, enrollment, retention and alumni giving all increased, and the college produced its first Truman and Goldwater scholars in 20 years. Dr. Now as the eighth president of Robert Morris University, he is grooming young leaders to work in a variety of fields and in a variety of situations. "Many talented and well-educated men and women have never made the journey to become effective leaders of character. 1. "Leaders require not only self-knowledge but the capacity to stand apart from oneself and accurately assess one's motives and actions and, when necessary, self-correct." 2. "Leaders understand their place within their environment. 3. 4.
5 Leadership (and Life) Lessons You Learn From Your Kids A few years back, we hosted a leadership conference that featured sports leaders - players and coaches, some of whom went on to top leadership positions in politics , business, and other fields. I was surprised by how frequently they mentioned the role that their parents played in their development as top athletes and as leaders. But even more surprising were the lessons they learned from being parents - the lessons they learned from their kids! Here is a summary of behaviors that are used both by good parents, and the very best leaders. 1. 2. 3. 4. 5. [Readers of this blog will note that much of the above is based on Transformational Leadership Theory . Also, if you are interested in research on the early development of leadership, take a look at the recent special issue of the journal, The Leadership Quarterly .
Leadership lessons from the Royal Navy - McKinsey Quarterly - Organization - Strategic Organization Britain’s Royal Navy is a disciplined command-and-control organization that moves across 140 million square miles of the world’s oceans. Although few environments are tougher than a ship or submarine, I’ve been struck, while conducting research on the Royal Navy, by the extent to which these engines of war run on “soft” leadership skills. For officers leading small teams in constrained quarters, there’s no substitute for cheerfulness and effective storytelling. In fact, I’d go so far as to say that naval training is predicated on the notion that when two groups with equal resources attempt the same thing, the successful group will be the one whose leaders better understand how to use the softer skills to maintain effort and motivate. I believe that the same principle holds true for business. Among the many softer leadership skills important to the Royal Navy, I highlight here the aforementioned cheerfulness and storytelling, which to me were both unexpected and broadly applicable.
Simon Sinek en conférence TED donne un conseil qui transformera votre manière de communiquer. Voici une des meilleures vidéos sur la communication et le leadership issues des fameuses conférences TED . Simon Sinek auteur du livre « Start With Why » nous explique en quelques minutes le « Cercle d’or », un conseil simple à appliquer et extrêmement efficace qui bouscule les idées reçues sur notre manière de voir la communication et le leadership de ceux qui connaissent de grandes réussites. Sinek illustre sa présentation 4 exemples (Apple, Martin Luther King, les frères Wright et Tivo) qui au départ n’ont pas grand chose en commun avec brio et nous montre ce qui est essentiel pour avoir une communication inspirante . Vous y apprendrez aussi la loi de diffusion de l’innovation avec l’exemple d’Apple. Vous avez trouvé cet article intéressant? Si vous avez apprécié cet article, c’est qu’il est peut être utile à vos amis et vos contacts sur les réseaux sociaux. Merci d’avance pour le partage et à la semaine prochaine pour un nouvel article. Named Suivre l’actualité du blog.
The container for the “U-process dive” is essential – DIAMOND LEADERSHIP Why do I strongly believe that before starting any “U-process dive” we need to create impeccable container? At the very beginning, I want to point out that this writing comes purely from our experience and practices in the real world. At knowing-circles we liberate creativity and innovation in people and organizations by choreographing (our word for designing) transformative journeys, using the methodologies such as “U-theory”, the Diamond Approach and the generative dialogues models described by David Bohm, Bill Isaacs and Nick Udal. For simplicity, in the rest of the text, I will use the term “U-proces dive” every time I refer to these processes. In his book “Dialogue – and the art of thinking together” Bill Isaacs writes: …Leadership is the capacity to create and maintain a container of safety, support and cooperation, in which there is a room for a lot of different transformational ideas. What does he mean by “container”? – Picture taken from the work of The Whole Partnership Like this:
Mind Tools - Management Training, Leadership Training and Career Training Group Development Using the Class Group Groups take time to develop. How long, of course, is impossible to specify. It depends on size, frequency of interaction, structural features, and so on. However, one of the best-known bits of literature on groups is Tuckman's model of group development, based on a meta-analysis of the complex models which had previously been developed. It has the virtue of being memorable, but the limitation of being rather rigid. Forming: in which the group is just coming together. Storming: in which, having been established, there is a period of jockeying for position, authority and influence among the members. Norming: having sorted out its internal structure, there is then the issue of what the group stands for. Performing: after all that, the group can begin to get some work done, on the basis of a relatively stable structure. The diagram is non-standard in that it shows this process not as a linear sequence, but as a cycle, after the initial forming. The importance of Storming