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8
Dated: 05-29-2014
Lean Conversations are conversational structures and processes that use less of everything: less intellectual effort, less time devoted to non-value adding conversations, less emotional energy expended, and less time to produce outcomes desired by a team of people or the organization overall. They are designed to eliminate the friction and waste from your own interactions and throughout your organization that have resulted from unproductive, unexamined conversational patterns. Mastery of lean conversations may provide the edge that separates those companies who thrive during lean economic times from those that disappear.
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8
Dated: 05-28-2014
Fortunately, Daniel Goleman comments that it has already been proved that the DNA of an organization is marked by the emotional atmosphere that exits in it, and this atmosphere arises from nearly between 50% and 70% of the actions taken by their leaders. Looking at these figures, the impact is high. An organization gains the personality or the DNA of its leaders.
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8
Dated: 06-02-2014
"A lot of people have gone further than they thought they could because someone else thought they could." Zig Ziglar
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8
Dated: 05-28-2014
It’s also about followership
Organizations spend much time and money to train and develop management to be efficient at leadership, but little is done about those people who are meant to follow. Research suggests that there is a general lack of understanding on the role of followers in the leadership equation. There is, however, an increasing amount of literature on the subject of followership in human resource management training to help companies improve their training and performance. Followership has been described as many things, but the bottom line is that followership is intertwined with leadership and organizations that ignore the fact that followership is mutually reliant on leaders as well as followers do at their own peril. In order to be a good leader, almost every leader needs to be good a follower. A lot of the research has been carried on human resource management, and it suggests that there are traits and behaviors associated with followership that good leaders need to learn to manage.
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8
Dated: 05-28-2014
Look around your organization. Which of your employees are in line to play critical leadership roles? Do you know? And more importantly, what are you doing to get them ready? If your organization is like most, creating a comprehensive leadership development plan is like keeping a New Year’s resolution. You know that it is important, you set the goal, you have all the intention to keep it, but then you get too busy, make excuses and soon forget about it. However, based on certain trends, the creation of a leadership development plan is one resolution that organizations can no longer be ignored.
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8
Dated: 05-28-2014
Nosce Teipsum, know thyself, threads it way through history as one of the pre-eminent precepts in life. It is a classic theme that appears in the writings of great thinkers: Socrates, Ovid, Cicero, as well as in the sayings of the Seven Sages of Greece, and on the entrance of the Temple of Apollo, in early Christian writing, Vedic literature, and in Taoist texts. Despite the continued urging of contemporary thought leaders and scientists, who validate this fundamental principle via social and neuroscience, many still ignore this essential wisdom.
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8
Dated: 05-28-2014
We’ve spent most of our lives focused on getting ready. It started before pre-school. Our parents found the best schools for us. We continued the pattern through high school and college. We got ready for college. We got ready for our career. We got ready for the next promotion. However, when we achieve what we initially set out for, we feel accomplished. However, in today’s workforce we know that change is inevitable. We need to know that what got us here won’t get us to the next level, unless we learn to STAY READY!
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8
Dated: 05-28-2014
Considering that over 90% of companies are mediocre, it doesn’t make much sense to even raise the question of strategy. Companies are mediocre because they have no leadership who could provide a concept that may serve as the foundation of any kind of strategy, so they are, without exception playing catch-up.
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8
Dated: 05-28-2014
My work often takes me into organizations that need to make some fundamental change, but have been unsuccessful doing so in the past. I have thought a lot about how companies get themselves into this predicament and more importantly, how they get out of it.
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8
Dated: 05-28-2014
Whether you, as the leader, are responsible for the success of a business or an operating unit within the business, a key responsibility is to ensure that each person reporting to you understands what it takes for him or her to succeed.
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