Tag Archives: Mentoring

Seven leadership secrets you should already know

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by Cindy Wahler

Not all of us naturally know how to lead. Some leaders have received training, had a mentor or are just plain naturally intuitive leaders. However, many wing it and hope for the best. If you want to be a great leader, here’s what you should know.

Accept a lateral transfer.

My clients sometimes complain of boredom. Here is a direct quote: “I can do this in my sleep, and if I was near retirement, that would be a good thing, but I’m not.” The conversation naturally then moves into a desire for a promotion.

When a lateral transfer is proposed, many leaders seem to balk at this notion. It is as though they’re insulted. Here’s the thing: A lateral transfer promotes your versatility. By accepting a lateral transfer, you showcase that your skills are transferable, you can learn new things and you can build relationships with a whole new set of stakeholders.

Do not exercise command and control.

The good news is that you have been assigned a cool initiative. Leaders, rather than viewing this as a collective exercise, sometimes decide they are in charge and go for the glory.

Remember, diversity of thought brings richer solutions. You will never be rewarded for being the sole architect, even if the project successfully gets off the ground. Your brand should be about bringing different views to the table and never about what you solely think is the best.

Demonstrate emotional resilience.

Things go wrong. Of course, this creates frustration and anxiety. Your job is not to be reactive. Rather, be that leader who guides your team through the storm. You may not have the answers right away. With careful consideration and dialogue, you are sure to find the solution. Be known as the leader who can navigate through tough times.

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Leadership: What not to do

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by Susanne Biro

In my career, I have learned more about exceptional leadership by being on the receiving end of its opposite. Here are three fundamental things I have learned never do to others, simply because I know first-hand how damaging they can be.

1. Don’t lie. This includes blatant lies, half-truths and errors of omission. If you make a mistake, own it, clean it up, and apologize to all impacted. If you don’t know the answer, say so. Be transparent, sharing your thinking and your decision making process. Share what you can, as soon as you can, so people don’t need to make up a story. Be brave, pick up the phone and have the real (and often hard) conversation with the person you need to have it with. Live your values, as everyone is always watching. Call yourself on your own bull. This is perhaps the most important one, as few human beings handle power well. Keep your ego in check. When you need help, ask for it. Be human alongside the rest of us mortals. Remember whom you serve. Keep your promises. Be your word. Address reality. Discuss the undiscussables. Do the right thing. I repeat: do the right thing. You will not be trusted otherwise. And trust is the only thing you have. Continue reading →

Cultivating the essential ingredient in leadership: Energy

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By Brett Steenbarger

There is a very simple measure of the health and culture of any team or organization: its energy level. Among high-energy groups, we witness motivation by inspiration. There is a buzz in the air. Individuals and teams are innovating, displaying enthusiasm and optimism about their work. In lower-energy organizations, we see motivation by tasks and timelines. There is a sense of busy-ness, but little excitement about the business of the group.

In this article, we will examine the role of energy in leadership, including the novel perspectives of a military Special Operations leader who has lived leadership on the battlefield and in the boardroom.

Leadership As Focused, Directed Energy

When we examine the writings of those who have worked extensively with leaders and organizations, the energy factor pops up repeatedly. Tom Peters, in his book The Little Big Things, explains that “the ‘business’ of leaders at all levels is to help those in their charge develop beyond their dreams” (emphasis mine). Consider what this means: the effective leader perceives strengths and potentials that may be invisible to team members. Such leadership is more than instrumental; it is grounded in a vision. It transforms.

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Keeping your team innovative requires leadership finesse

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By Dr. Rachel MK Headley

Although often draped in HR-y words like “retention,” the success of your team is entirely in your hands. Their ability to execute on your vision is a choice that you make, and knowing how to leverage their strengths based on who they are will revolutionize your approach to leading your team.

 

 

The Challenge

I count myself among a growing group of entrepreneurial CEOs. We work crazy hours, want to create constantly and are eager to solve problems.

Entrepreneurial CEOs have special challenges when it comes to leading their team. There’s a constant level of change within their organizations. And, although your team knows that there is a dull roar of constant new ideas, this level of chaos can be difficult for your team to maintain for any length of time.

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How a Superstar Affects Your Ratings

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by Gavin Cassar

Subjectively evaluating people can have long-lasting effects.

Imagine yourself speed dating.

The first person sits across from you and the attraction is instant. You begin chatting and find the words come easily. In fact, they pour out. As the minutes melt away, you realise you’ve probably never felt this deeply connected to anyone before. But then, time is up, and you are suddenly staring into the face of a new stranger.

How much of a fair chance does this new person have to make a good impression on you? Alternatively, how would your perception of this second date change had your first interaction been a total dud? The quality of that first interaction influences the way we judge future, similar experiences.

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