Equipping leaders to ensure that each individual, each community, and each organization the opportunity to maximize its potential.
A leadership Capabilities Framework representing key skills, abilities and knowledge required to self-lead and lead at all levels within an organization.
Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team. In general terms, leadership is the ability to get things done through others. Respect and trust, rather than fear and submission, are the key elements of effective leadership. Effective leadership is critical to in communicating the vision and motivating and inspiring individuals to achieve high performance.
Leaders are responsible for establishing and maintaining the vision, strategy, and communications; fostering trust in teambuilding; influencing, mentoring, and monitoring; and evaluating the performance of the team.
From Critic to Champion: 3 Soft Skills Modern Leaders Need and How To Develop Them, communication, self-awareness, and emotional intelligence (EQ) are three soft critical skills that today’s leaders need to be successful.
THE ART OF GIVING NEGATIVE FEEDBACK: A 7-STEP APPROACH
Giving feedback is an important leadership task but certainly, not an easy one, especially when the feedback isn’t all sunshine.
Negative feedback requires a leader to motivate, counsel, and criticize in a way that alerts employees to where the problems lie and what must be done to solve them. Fortunately, it’s a skill that can be learned.
Follow this seven-step method whenever giving negative feedback:
Constructive criticism: 4 helpful hints
4 EMPLOYEE TYPES THAT DRIVE YOU NUTS: HOW TO LEAD THEM
Most workers are relatively easy to lead: They understand that they could be replaced if they don’t finish their jobs. That’s a concept easily grasped. And they’re sharp enough to link their performance with raises, bonuses, and other goody-bag perks, like being able to work from home now and then. They balance competitiveness with civility and usually avoid making a lot of trouble for you.
But every workplace has one employee, maybe two or even more, who is downright challenging to lead. Not through a lack of productivity but through a personality that makes a leader wonder why they became or want to remain leading a team for much longer.
Don’t let a challenging employee infect your entire work group. Here are ten steps to handle all those multiple personalities at work.
Here they are:
With either prima donna, you have an employee who can quickly douse workplace morale. As a leader, you must find an approach to crack down on this person, as uncomfortable as this might be. Your reputation as a leader rides heavily on it.
Here is one approach, hand out a few rote, low-level, must-do assignments to bring them back to Earth.
Other employees are keenly aware of the corporate umbilical cord and look for you to try at least to cut it. Document shortcomings for these employees. You might be surprised that your boss will support you when you produce evidence of a genuine poor performer. The CFO’s allegiance to one of your subordinates may not be as strong as you imagine.
These folks are not team players and rarely make an overture to help anyone else or see collaboration as a positive thing. Ideas are there but are hoarded, and contributions at meetings are zilch.
There’s an ego at play here. Give it to them, and help them to share their “wealth” with others. Such a person may have low confidence and a high need for recognition.
Silliness is one thing, but you need to move in fast to stop the rabble-rouser from forming a destructive peanut gallery that thinks everything is a joke: the organization, the policies, their co-workers, and yes, you.
Now isn’t that enough to make you want to turn around and show them who’s boss?
3 MAJOR HINTS THAT POINT TO A LEADER PEOPLE WILL FOLLOW
Leaders who motivate and inspire others typically demonstrate three things.
In the constantly evolving business landscape that we find ourselves in after the pandemic, it becomes crucial to determine whether a leader possesses the skills necessary to thrive. Research and best practices suggest that leaders who are often referred to as “servant leaders” tend to excel in such situations.
Irrespective of the label used, leaders who can motivate and inspire others to exceed expectations typically demonstrate their effectiveness through their actions and behaviors, which stem from their character and integrity. Leaders do not seek personal attention; instead, they divert the spotlight onto their employees and willingly share their power to benefit those under their care.
To delve into practical aspects, here are three of the most prominent leadership behaviors such leaders exhibit.
EVERYONE WANTS 5 THINGS
At the core, everyone wants five things. The only difference is how we describe and pursue what we want.
You might feel good about your life because you feel superior. You’re prettier, thinner, more intelligent, or more successful.
You might feel good about your life for noble reasons. You care about people, or you show up to serve.Even Stoics, who believe the good life is about logic, feel good about the logical life.
I know you want to enjoy work when you’re frustrated that you hate work. One reason you change jobs is the desire to enjoy work.
You didn’t get up this morning thinking, “I hope I don’t matter.” One reason people contemplate suicide is they feel they don’t matter.
When you feel joy, you want someone to share it with. When you feel angry, you want to tell someone who understands.
You want people to know your name and understand what matters to you.
Gamers want to win. Managers want results. Parents want to raise happy kids.
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