tag:blogger.com,1999:blog-18902122571344035542024-03-21T01:15:53.258-04:00About Leader DevelopmentA leader is a person who influences a group of people towards the achievement of a goal.Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.comBlogger34125tag:blogger.com,1999:blog-1890212257134403554.post-37313642045542086562016-04-04T17:21:00.001-04:002016-04-04T17:32:52.248-04:006 Massive errors Companies make about Leadership Development<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "arial" , "helvetica" , sans-serif;">As a speaker and a consultant, He travels all over the country facilitating leadership development programs. One of the first questions He asks in his program is, "how many people have reported to a bad manager in their career?" Unfortunately (and He would even argue predictably) usually about 90 percent of the people in the room raise their hand. Why is that? Because He believes that most companies make massive mistakes when it comes to how they handle leadership development in their organizations. He sees it at every size company, in the world of nonprofit and in government agencies. Here are the biggest mistakes He sees companies make and how to solve them.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Mistake No. 1:</b> They support people who have technical competency and they assume they have leadership skills. I see so many organizations who support a person because they were good at their job. They were good at IT, so companies assume that they will also make a good IT manager. Why do they do that? It is such a crazy presumption because the skills required to do the job are nowhere near the same skills needed to lead and manage people. Of course the person who got promoted will not admit that they don't know, they will just do the best they can and they will either sink or swim. Sadly, far too often they sink.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Solution:</b> Don't suppose people know how to lead. Provide coaching and development for all new managers to teach them how to lead productively.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Mistake No. 2: </b>We let senior leaders get away with not committing to their own development. When I conduct leadership programs, the people running the programs almost always inform me that the Vice Presidents in the company will not be joining the program. When I asked why, they tell me in a very frustrated tone that the senior leaders don't believe that they need additional leadership development, and they are just too busy. I have found that some people in senior leadership roles can create massive egos and don't believe they need to boost or grow. Wrong! This is also an example of terrible leadership role modeling. Senior leaders insist that their managers go to leadership training, but they don't go themselves. In one program that I conducted, a very savvy CEO took the training as a student in order to demonstrate how crucial it was to commit to leadership development.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Solution:</b> The CEO of the company should require that every person in a leadership or management role should commit to leadership development every year. It should be a requirement, not an option.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Mistake No. 3:</b> There are no examinations or testing of leadership skills and abilities. Many times when I talk to clients who want to do leadership development, they have already selected a list of topics that they want to cover. When I ask how these topics were selected, they say they got together with the group and decided what it was that people needed. My question to that is always "how do you know?" In my opinion you can't do efficient leadership development unless you assess where people are in their skill sets. How do you know what they need unless you test their knowledge skills and abilities?</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Solution:</b> Put into place efficient data driven leadership assessments, so the training can be tailored to exactly what it is that people need, not what the company thinks they need.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Mistake No. 4:</b> Not willing to commit the time for leadership development. Many times in organizations people tell me that they would like to attend my leadership development program, but they can't. When I ask why, they tell me that they are too busy, and their manager will not let them attend the program because there's too much work to be done. This is a very shortsighted strategy, and it is also a vicious cycle. The person in a leadership role is working very hard and because they're working very hard they're not able to go to the leadership development program. Because they're not getting leadership development they're not getting better at what they do and have a hard time increasing their performance or effectiveness as a leader.</span><br />
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<b style="font-family: Arial, Helvetica, sans-serif;">Solution:</b><span style="font-family: "arial" , "helvetica" , sans-serif;"> If we want people to be effective leaders, no matter how busy they are, we have to invest time for their leadership development.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Mistake No. 5:</b> Assuming that leadership development is an event and not a process. I often find it hilarious when companies send their leaders to one day leadership development training programs. The company is expecting that leader will learn and apply new skills from the program. But the reality is learning should not be an event, it should be a process and often that is where the training fails, because there is no system.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Solution:</b> When conducting leadership development programs there needs to be pre-assignments, the class itself, and then comprehensive follow-up processes to make sure that they apply what they understood.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Mistake No. 6:</b> The managers are not dedicated to their direct report's development. I often hear a sad story from someone in my leadership program, who went back the next day to work, and had their manager completely ignore the fact that they attended class. They don't ask how class went, they don't ask what they learned, they don't do any follow-up whatsoever because they are so busy doing the work. When people that are in the leadership program try to apply their action plans, the manager tells them that they don't have the time and they need to get back to work. It is impossible for a leader to develop effectively if they don't get support from the person that they report to and worse, actually get resistance from them. This sends a terrible message program because it tells them that it's really not important.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Solution:</b> Make sure that when your company does leadership development, it involves not only the people who are in the class, but the people who they report to because they are an integral part of the entire process.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Take a hard look at your organization, and ask yourself-- are you dedicating any of these mistakes in developing your leaders? Some simple course corrections can make the difference between highly effective leaders those who aren't. The decision is yours.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Autor: Shawn Doyle</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Source: <a href="http://www.huffingtonpost.com/shawn-doyle/8-massive-mistakes-compan_b_9479350.html">HuffingtonPost.com</a></span>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com0tag:blogger.com,1999:blog-1890212257134403554.post-4422630137912539552016-04-01T15:04:00.001-04:002016-04-01T15:04:05.851-04:00How to utilize 360-Degree Feedback to assist your Career Increase<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial, Helvetica, sans-serif;">You've received conduct appraisals from your boss, but have you ever considered obtaining 360-degree feedback? If you haven't, it can be a good way to find out the perceptions others hold of you and can provide interesting information on areas for enhancement.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>360-Degree Feedback Defined</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The typical feedback method most people are familiar with is top-down feedback from management. 360-degree feedback is different in that it obtains performance and behavior opinions from people located all around you, from your manager to your colleague to subordinates. Subordinates could be those who report directly to you or people who, say, worked on a project team that you led. 360-degree feedback is generally used as a developmental tool, with the feedback provided anonymously and consolidated into an overall report.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Why You Should Get A Consultation</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The idea is to obtain a full circle of feedback from people all around you, so you can gain a better knowing of how people identify you and how your behavior affects others. The feedback you receive can help you determine if your perception of yourself is similar to or different from the perception others hold of you. It can help you learn things about yourself that you might not have known and provide insights that allow you to adjust certain conducts. You can use the information and insights as you create (or update) your personal development plan.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>An Example Of Employing The Feedback</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">"Bob" was a marketing manager who aspired to move into a people managing role. As part of his career development, he signed up for a training course that included an online 360-degree assessment. Bob had envisioned himself as a knowledgeable employee whom others liked and sought out to take part on project teams.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">However, the assessment results showed Bob that others recognized him differently from his perception of himself. A majority of the feedback deemed Bob to be so analytical and detail-oriented that he often lost sight of the big picture and the end goals of projects. Feedback cited situations of Bob's highly analytical style causing team arguments and delaying projects, due to his inability to make decisions. While others valued him for being highly knowledgeable, their perceptions were that Bob tended to devalue the contributions of others, to the point of being disrespectful in meetings by interrupting and even speaking over others when they were trying to talk.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">From this feedback, Bob realized that his perception of his behavior didn't match the perception of those around him. Armed with this information, he was able to create a career development plan that included actions to help him better facilitate meetings, training on different social styles and how to better flex his style to others, and the expertise and skills he would need to be able to demonstrate to move properly into a people management role.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Who To Choose To Deliver Feedback</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">My suggestion is to choose a variety of people, from current and former co-workers to current and former assistants, and even current and former managers. Don't play it safe by choosing only people who know and love you. Your goal is to obtain feedback that you can then use to work on your career growth and development, so choose people who are some of your biggest critics-- that's what I like to do. By choosing some of my biggest critics, I obtain knowledge on how these people perceive me, making it more transparent for me to see where I stand with them. I then use the information to establish areas for enhancement and on ways I might be able to change their perception of me, if it's needed.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">If your company doesn't have a leadership program that includes a 360-degree assessment, one of the best things you can do is what "Bob" did-- sign up for an external development course that includes the assessment as part of the program. For example, Franklin Covey currently includes 360-degree assessments in three of their development programs:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">- <a href="http://amzn.to/1RQNQ3Z">7 Habits Benchmark: The 7 Habits of Highly Effective People Signature Program</a></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">- <a href="http://amzn.to/1Ssz4Bc">tQ (Trust Quotient): Leading at the Speed of Trust</a></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">- <a href="http://amzn.to/1RQOej0">LQ (Leadership Quotient): Leadership: Great Leaders, Great Teams, Great Results</a></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Before you sign up for a development program, check with your manager to see if he or she has any money in the budget for training expenses. In some companies, a certain budget amount is allocated each year to training activities, so you might be able to gain permission to expense part or even all of the program cost.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>How To Obtain A 360-Degree Assessment</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Check with your HR organization about enrollment in an internal leadership development program that includes a 360-degree feedback survey, support in being aware of the feedback, as well as how to use it as input into your career development plan.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.forbes.com/sites/lisaquast/2016/03/28/how-to-use-360-degree-feedback-to-help-your-career-soar/#267edc113b0e">Forbes.com</a></span>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com0tag:blogger.com,1999:blog-1890212257134403554.post-91158874135933138332016-03-31T18:53:00.003-04:002016-03-31T18:53:53.434-04:00The reason why Leadership Development has to appear on the Job<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrAPg29hqcnmaBcd1H77_MhY7RHjVJRJhgauu7K7fSzplNbBJPSiGUGXVOnS38FuruL2JG7Ku_FYCdI1EdxlNZY0jS2Y5Apdt96tPgaHNq_yBolJwMdtDRp7uLzrxdMZd0vhblGOuhAFZ2/s1600/Leadership_Compass.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="221" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrAPg29hqcnmaBcd1H77_MhY7RHjVJRJhgauu7K7fSzplNbBJPSiGUGXVOnS38FuruL2JG7Ku_FYCdI1EdxlNZY0jS2Y5Apdt96tPgaHNq_yBolJwMdtDRp7uLzrxdMZd0vhblGOuhAFZ2/s400/Leadership_Compass.jpg" width="400" /></a></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">At a recent leadership summit held at Twitter with 100 of our top global leaders, their agenda was to talk about our tactical path and get straightened as a leadership team. Then, the day before the summit, news leaked of several executive departures. The context of their discussions had shifted.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">You've surely experienced such circumstance shifts as a leader yourself. Over the last 10 years we've seen the command-and-control style of leadership give way to a flatter, more collaborative approach. I'm now seeing another shift happening-- to more and more debate of contextual leadership. As Tony Mayo, director of the Leadership Initiative at Harvard Business School, has put it, "Success in the 21st century will require leaders to pay attention to the evolving context" a business is operating in. Contextual leaders facilitate adapting to transform by helping their people understand the nature of new challenges and opportunities and how to address them in the moment.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Why are we hearing more and more about the importance of "context" now? One reason is that the context around us seems to be shifting more rapidly, due in part to major technological shifts. This means more of us are operating in more contexts, more of the time. To take a simple example, when you're in touch with your colleagues on Slack or Google Hangouts outside of normal work hours, you're operating in multiple contexts-- "work" and "personal"-- at once. At work alone, though, contexts have grown rapidly and shifted as well. For instance, more of us work with more people, as technology has opened up collaboration to more people, departments, and business units. More of us work on cross-functional teams or across time zones. A 2014 research study by CEB showed that 60 % of people coordinate with at least 10 people daily in their work.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">This means that leaders have to be aware of all these contexts-- and more-- as they try to move projects forward. For example, at Twitter we wanted to transform our feedback and talent management processes, and we wanted to involve cross-functional teams from all across the company, including designers, engineers, and data scientists. Despite being in different buildings, different time zones, and even different countries, everyone always knew the project status, which decisions were open, and when we 'd reached milestones. That's an accomplishment of contextual leadership, as well as smart use of technology tools.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">To help develop a workforce's contextual leadership skills, those of us responsible for training and developing our firms' next leaders have to think a little differently about learning. Organizational learning has to become less about the kind of learning done in a training session or online tutorial and more about continuous learning on the job. That means creating a work environment that supports and encourages learning, one that's less about individuals learning new skills on their own, and more about using their environment to learn and learning from one another.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Done right, this kind of learning teaches employees new skills and results in knowledge being shared across the company. Perhaps even more importantly, it also satisfies the deep desire expressed by so many employees to be part of something bigger. In the past, people I managed preferred to focus their time and energy on work they could take sole ownership of; now people emphasize their desire to work on projects that they can see will make a significant difference-- for their own growth and for the company's.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Once the context shifted at our summit, we could have carried on with the agenda as planned, but we instead chose to address the departures and all the issues they raised. The conversations that ensued were more candid than any I 'd experienced in my career. We directly addressed the challenges of the new situation, engaging in healthy debate that balanced, as one leader put it, "optimism with sober reality." At the end of the two days, we were aligned around a clear set of priorities and were inspired about our future. We were also better prepared to provide context to our teams about the challenges and opportunities ahead and to inspire them in turn.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Technology tools are evolving, and the way we work and learn must also grow. People's desire for more inclusion and agency and the increasingly rapid evolution of the business landscape both require that we find ways to create more collaborative teams, help with richer, more continuous learning, and involve all employees in their quest to adapt and seize the abundant chances our fast-changing world offers.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="https://hbr.org/2016/03/why-leadership-development-has-to-happen-on-the-job">HBR.org</a></span>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com0tag:blogger.com,1999:blog-1890212257134403554.post-11109592067837938882013-04-25T18:19:00.001-04:002013-04-25T18:20:06.181-04:007 leadership development trends for a stronger bottom line<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial, Helvetica, sans-serif;">Business leaders looking for meaningful growth are all about <a class="zem_slink" href="http://www.legalmatch.com/law-library/article/investments.html" rel="lawlibrary" target="_blank" title="Investment">investing</a> in their people to cultivate an engaged workforce, and ultimately, achieve higher sales and a stronger bottom line. Here are seven trends we’re watching:</span><br />
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<ol>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Uncertainty is the new normal. <a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" target="_blank" title="Organization">Organizations</a> are launching more change initiatives than ever – as many as five per year, on average. However, the increased uncertainty among companies may be preventing these changes from sticking. Research has found that twice as many <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business_process_improvement" rel="wikipedia" target="_blank" title="Business process improvement">business leaders</a> say “the ability to <a class="zem_slink" href="http://en.wikipedia.org/wiki/Lead_%28leg%29" rel="wikipedia" target="_blank" title="Lead (leg)">lead change</a>” is a key challenge.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">The management talent shortage is intensifying. For business leaders, the top concern during the next few years is the talent shortage. Don’t expect to be able to hire fully capable managers from outside. Instead, hire promising talent early and invest in their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Training" rel="wikipedia" target="_blank" title="Training">training</a> and retention. Look for emerging leaders and, again, invest in them.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">First-<a class="zem_slink" href="http://en.wikipedia.org/wiki/Leading" rel="wikipedia" target="_blank" title="Leading">line leaders</a> matter. First-line leaders make up 50-60 percent of management. They are the linchpin in strategy execution, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Customer_satisfaction" rel="wikipedia" target="_blank" title="Customer satisfaction">customer satisfaction</a> and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Employee_engagement" rel="wikipedia" target="_blank" title="Employee engagement">employee engagement</a>. They are the last stop for communicating strategy and enabling employee success. In order to keep up with competitors, invest at least one-third of your total <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">leadership development</a> budget in your first-line leaders. Your bottom line will thank you.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Organizations that focus on people-<a class="zem_slink" href="http://www.coca-colacompany.com/tags/leadership" rel="cocacolacompany" target="_blank" title="Leadership: The Coca-Cola Company">leadership</a> practices will reap rewards. Research has shown that the ability to lead people effectively is about three times more important to a leader’s career success than other skills and knowledge. In fact, thinking like a leader, coaching your team, gaining results through others and engaging people are the four most critical people-leadership skills. Businesses must ensure that all leaders, and especially first-line leaders, are trained in these four critical practices.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Employee engagement will continue to be a key concern. Organizations with engaged workforces have significantly lower absenteeism, turnover and safety incidents, according to Gallup’s “State of the Global Workplace,” while productivity and profitability are much higher. Having an engaged workforce is a huge market advantage. Leaders need to know the factors that contribute to their team’s engagement.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Leadership is becoming more collective. Leadership during the past 50 years has been about the individual. However, in the last 15 years, this model has become less effective and has transitioned to being more collaborative. Organizations must create multilevel leadership development systems and ensure steadiness between levels of consistent competencies, concepts, language and themes.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Boot-camp training is out. A recent survey of 700 leaders worldwide found that 91 percent of respondents feel they have too much work on their plate. Seventy-five percent said they have “little or no” capacity to “do more with less.” When it comes to education, it’s time to give learners a break – boot camp-style learning is out. Workers are tired and “pedal-to-the-metal” training will only make them more tired. Learning needs to be practical and challenging, but also include chances for team bonding and laughter, quiet time and reflection, free-wheeling discussions with colleagues and a bit of surprise and adventure.</span></li>
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<span style="font-family: Arial, Helvetica, sans-serif;">If organizations can implement these trends into their initiatives, they’ll achieve an even more productive year.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.boston.com/business/blogs/global-business-hub/2013/04/7_leadership_de.html">boston.com</a> wrote by Jocelyn Davis</span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com2tag:blogger.com,1999:blog-1890212257134403554.post-23220593300584605822013-04-07T16:05:00.002-04:002013-04-07T16:05:44.694-04:00Why Leadership & Team-Development Programs Fail<br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Research shows that most development programs fail to deliver expected returns. Here, experts offer tips to master the real drivers of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Behavior" rel="wikipedia" target="_blank" title="Behavior">behavior</a> for sustainable <a class="zem_slink" href="http://en.wikipedia.org/wiki/Change_management" rel="wikipedia" target="_blank" title="Change management">change</a>.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Every organization wants to maximize the potential of their leaders and employees in order to achieve superior results. In fact, significant investments are made in programs that aim to improve performance by changing the way leaders, employees or teams behave. However, research shows that most development programs fail to deliver expected returns. Too often, there is more effort put into the design of the program, instead of what people need to experience in order to <a class="zem_slink" href="http://en.wikipedia.org/wiki/Glossary_of_chess" rel="wikipedia" target="_blank" title="Glossary of chess">develop</a>. If executives understood the mechanics of the mind and what it takes to create sustainable behavioral change, they would rethink their approaches to <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Training_and_development" rel="wikipedia" target="_blank" title="Training and development">employee development</a> and challenge their current beliefs about how behavioral change actually happens. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">We now know so much about how the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brain" rel="wikipedia" target="_blank" title="Brain">brain</a> learns and how people develop. Recent advances in neuroscience are highlighting connections between cognitive and emotional functions that have the potential to revolutionize the way we develop our leaders and employees. In particular, the relationship between learning and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Emotion" rel="wikipedia" target="_blank" title="Emotion">emotion</a> and what needs to happen in the brain for learning and behavioral change to take place. Those who are developing leadership and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Team_building" rel="wikipedia" target="_blank" title="Team building">team development</a> programs don’t always incorporate these advances in their approaches being. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The following are the key reasons why most leadership- and team-development programs fail:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">REASON #1:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>LACK OF SELF-<a class="zem_slink" href="http://en.wikipedia.org/wiki/Awareness" rel="wikipedia" target="_blank" title="Awareness">AWARENESS</a> OF PARTICIPANTS</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Personality assessments are often used in developmental programs to help leaders and team members to increase their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Self-awareness" rel="wikipedia" target="_blank" title="Self-awareness">self-awareness</a>. However, existing approaches focus on strengths/weaknesses or preferences, leaving out insight into unconscious patterns of behavior and emotions that typically get in the way of development, despite everyone’s best intentions. For leaders or employees to develop, they must understand how this happens for them by being aware of their nature, emotions, and how their brain is organized. This allows them to know how they process information and what gets in the way -- fear, embarrassment, etc. -- of trying new behaviors and shifting from unproductive reactions to other people and work situations.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Read complete at: <a href="http://www.hreonline.com/HRE/view/story.jhtml?id=534355094">hreonline.com</a> wrote by Anne Dranitsaris and Heather Hilliard</span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-6171151343530568602013-03-24T13:25:00.004-04:002013-03-24T13:25:57.647-04:00The New Leaders<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial, Helvetica, sans-serif;">Of all the big issues facing healthcare organizations, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">leadership development</a> is the least pressing but arguably the most important. Leadership skills are requisite beyond the CEO's office, particularly in an era when demands for change press on all functions and levels. An executive roundtable at the HealthLeaders Media <a class="zem_slink" href="http://en.wikipedia.org/wiki/CEO_Exchange" rel="wikipedia" target="_blank" title="CEO Exchange">CEO Exchange</a>, held last fall at The Lodge at Torrey Pines in La Jolla, Calif., discussed leadership development programs for executives and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Physician" rel="wikipedia" target="_blank" title="Physician">physicians</a> alike, the rise of new <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> competencies, and sources of inspiration.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Some health systems, particularly large organizations with many eadership positions, have long recognized the importance of developing leaders from within. MemorialCare Health System, the six-hospital, $2 billion integrated delivery system in <a class="zem_slink" href="http://maps.google.com/maps?ll=34.0,-117.0&spn=0.01,0.01&q=34.0,-117.0%20(Southern%20California)&t=h" rel="geolocation" target="_blank" title="Southern California">Southern California</a>, has enrolled 20 business-side executives and physician leaders in dual "leadership academies" each year since 1997. CEO Barry Arbuckle, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Doctor_of_Philosophy" rel="wikipedia" target="_blank" title="Doctor of Philosophy">PhD</a>, said, "Below the senior level, closer to the front lines, we spent a lot of time on leadership development. We've had MemorialCare Academy in place for 16 years. We also have now a physician leadership academy. … Those have been an enormous benefit for developing and grooming leaders in the company. If you look at who has been promoted over the last 15 years, you can draw a direct line right back to the academy."</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">But the leadership requirements for healthcare organizations are shifting with the advent of new payment structures and operational models. New competencies are needed to handle risk management, case management, and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health_informatics" rel="wikipedia" target="_blank" title="Health informatics">medical informatics</a>. "I think leadership is changing rapidly," said Christopher Howard, president and CEO of <a class="zem_slink" href="http://en.wikipedia.org/wiki/SSM_Health_Care" rel="wikipedia" target="_blank" title="SSM Health Care">SSM Health Care</a>-<a class="zem_slink" href="http://maps.google.com/maps?ll=38.6272222222,-90.1977777778&spn=0.1,0.1&q=38.6272222222,-90.1977777778%20(St.%20Louis)&t=h" rel="geolocation" target="_blank" title="St. Louis">St. Louis</a>. "The ability of a physician to think like a CEO and to deal with the issues that are in front of the lay leaders on a daily basis—the balance sheets, the income statements, every other report and responsibility we have, the ability to grasp and understand that and see a holistic picture—is going to be key for physician leaders of the future."</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Read complete at <a href="http://www.healthleadersmedia.com/content/MAG-289971/The-New-Leaders">healthleadersmedia.com</a></span></div>
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-32128270257354594342013-03-18T18:50:00.004-04:002013-03-18T18:50:49.493-04:00Personal Leadership Development<span style="font-family: Arial, Helvetica, sans-serif;">Excellent video from <a class="zem_slink" href="http://en.wikipedia.org/wiki/Michael_Berry_%28physicist%29" rel="wikipedia" target="_blank" title="Michael Berry (physicist)">Michael Berry</a>:</span><br />
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<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/vDGGF-xJNXk?feature=player_embedded' frameborder='0'></iframe></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">A Personal Leadership Development Business Opportunity. It's Success Education. The winner of two prestigious awards. Industry experts refer to our unique <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business_model" rel="wikipedia" target="_blank" title="Business model">business model</a> as a "refreshing alternative to franchises & traditional <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" target="_blank" title="Business">businesses</a>". Now in over 56 countries around the world.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">A one of a kind pay structure. We're a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Direct_selling" rel="wikipedia" target="_blank" title="Direct selling">direct sales</a> company with one profit paid per product sold. But this is not for everyone. I know this, therefore I interview everyone to see if this might be a fit for both of us. I am looking for people who know they deserve an abundant life and are ready to reap the rewards of being self employed. These people are serious about getting significant results in their life, highly motivated and committed to the journey of achieving success with their own business.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.youtube.com/watch?v=vDGGF-xJNXk">youtube.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-52755955069806086712013-02-16T13:33:00.001-04:002013-02-16T13:33:36.476-04:00How To Develop The Highest Potential Leaders<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj0MbgUozMIVDAYUsgJO8oV0_BK3N-gDUyCql1byZhI7QbbrekymIv6YvOqRRQWAPK5G6W-f-1Evq0HVZJhVgwJij3uEi02NI5FnvVJH3HaiWe_fMcMXtgx2x1DHtHmE47YW6kJxww73Lxo/s1600/leadership.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="288" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj0MbgUozMIVDAYUsgJO8oV0_BK3N-gDUyCql1byZhI7QbbrekymIv6YvOqRRQWAPK5G6W-f-1Evq0HVZJhVgwJij3uEi02NI5FnvVJH3HaiWe_fMcMXtgx2x1DHtHmE47YW6kJxww73Lxo/s400/leadership.jpg" width="400" /></a></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The world's best <a class="zem_slink" href="http://en.wikipedia.org/wiki/Company" rel="wikipedia" target="_blank" title="Company">companies</a> purposely identify and develop high-potential managers and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leaders</a>. Because those with the right talent and experience are more likely to deliver results, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" target="_blank" title="Business">businesses</a> should begin their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Succession_planning" rel="wikipedia" target="_blank" title="Succession planning">succession planning</a> efforts by identifying and selecting leaders with a scientifically validated leadership <a class="zem_slink" href="http://en.wikipedia.org/wiki/Industrial_and_organizational_psychology" rel="wikipedia" target="_blank" title="Industrial and organizational psychology">talent assessment</a>.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">No amount of experience will turn an average leader into a great one.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">But it's equally important for businesses to prepare high-potential leaders with <a class="zem_slink" href="http://en.wikipedia.org/wiki/Experience" rel="wikipedia" target="_blank" title="Experience">experiences</a> that will develop their potential. "When it comes to preparing emerging leaders for executive roles, general experience isn't important," says Barry Conchie, a Gallup Senior Scientist and coauthor of <a class="zem_slink" href="http://www.amazon.com/Strengths-Based-Leadership-Tom-Rath/dp/1595620257%3FSubscriptionId%3D0G81C5DAZ03ZR9WH9X82%26tag%3Dlibertad-20%26linkCode%3Dxm2%26camp%3D2025%26creative%3D165953%26creativeASIN%3D1595620257" rel="amazon" target="_blank" title="Strengths-Based Leadership">Strengths Based Leadership</a>. "Very specific kinds of experience benefit high-potential leaders most."</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Identifying experiences that encourage leadership success</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Every leader needs what Conchie calls additive experiences. These kinds of experiences include running a risky project or integrating a complex acquisition. "Additive experiences are rare, and leaders who are more successful have them," Conchie says. "So if you want to be a top leader, it's imperative to plan a career to acquire them."</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">But the best leaders have another realm of experiences so transformative that Conchie calls them breakthrough experiences. They include:</span><br />
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<li><span style="font-family: Arial, Helvetica, sans-serif;"><b>being promoted to a high-visibility position before feeling ready</b>. One example of this kind of experience is putting an executive into a lead position on a key <a class="zem_slink" href="http://en.wikipedia.org/wiki/Market_segmentation" rel="wikipedia" target="_blank" title="Market segmentation">market segment</a> when the executive does not feel comfortable or fully prepared to be in that role.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;"><b>navigating extreme cultural adversity</b>. Managing a highly unionized environment, leading the turnaround of a highly disengaged and antagonistic workforce, running a location a great distance from the company's geographic center, or managing a function on the far edge of the company's <a class="zem_slink" href="http://en.wikipedia.org/wiki/Core_competency" rel="wikipedia" target="_blank" title="Core competency">core competence</a> are examples of this type of experience.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;"><b>leading a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Cross-functional_team" rel="wikipedia" target="_blank" title="Cross-functional team">cross-functional team</a> on a major initiative</b>. Examples of this type of experience include leading a team to decide a new product market segment where none exists or pulling together technology, marketing, and finance professionals to work up a new product sourcing process without having any relevant experience in those areas.</span></li>
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<span style="font-family: Arial, Helvetica, sans-serif;">These challenges are so rare that they need to be reserved for candidates with the highest potential. "That's one very good reason to know precisely who your emerging leaders are," Conchie says. "You don't want to waste a breakthrough experience on someone who won't benefit from it -- and may botch the job."</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Read complete at <a href="http://www.businessinsider.com/how-to-develop-the-highest-potential-leaders-2013-2">businessinsider.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-64367554974474184842013-01-18T18:34:00.001-04:002013-01-18T18:34:39.895-04:005 Leadership Trends to Watch in 2013<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial,Helvetica,sans-serif;">Wrote by, Lindsay Olson </span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Think social media is the only trendy thing in the business world? Think again. Management techniques and leadership styles have trends too, and as experts crop up with new strategies for managing employees, these trends evolve. Andrew Graham, president and CEO of The Forum Corporation, a Boston-based learning organization, has some interesting predictions of leadership trends in 2013.<br /><br /><b>1. You must lead change.</b> With unemployment rates bouncing up and down, and companies cutting pay increases and bonuses, constant volatility has become the new norm in the workplace. And that can make for an uncomfortable environment ... unless you manage it. Graham says Forum research points to three critical practices for leaders:</span><br />
<ul>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Build your context agility</span> </li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Exercise judgment in action</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Develop professional intelligence</span></li>
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<span style="font-family: Arial,Helvetica,sans-serif;">Essentially, give your team confidence that change doesn't necessarily mean upheaval, and make decisions on a case-by-case basis, rather than applying blanket actions to every situation.<br /><br /><b>2. Good managers will be hard to find.</b> Because of that very change mentioned in No. 1, many qualified managers are turning to entrepreneurship rather than continuing to climb the corporate ladder. For companies, that means the search for good help will be difficult in 2013. "Don't expect to be able to hire fully capable managers from outside," Graham says. "Instead, grow your own: Hire promising talent early and invest in their training and retention. Look for emerging leaders and, again, invest in them."<br /><br />Make sure you've got an excellent training program and a clear-cut path for your staff to move into increasingly higher roles of responsibility. Not only will you cultivate great leaders, but you'll also reduce turnover.<br /><br /><b>3. People-leadership skills will be more highly valued. </b>Of all the skills and experience a manager gets on the job, the ability to lead people is ranking higher every year. According to the research and management firm Leadership IQ's "Talent Management in America and China," organizations with managers who use certain people-leadership skills tend to perform better in their industries. Companies that are leaders in their industries report much higher use of people-leadership practices than lower performing organizations.<br /><br />Companies that want to lead the pack on this should incorporate these four tenets in employee training:</span><br />
<ul>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Think like a leader</span> </li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Coach a team</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Get results through others</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Engage people</span></li>
</ul>
<span style="font-family: Arial,Helvetica,sans-serif;"><b>4. It will take a village.</b> Whereas past leadership efforts have been all about the individual as a leader, in 2013 it will be about the collective efforts of a team. Because leaders are coming across new challenges, there isn't any history to base making an informed decision on, and leaders must look to their social networks, employees, and other leaders to make the best decision.<br /><br />Graham suggests leaders "create multilevel leadership development systems, and a) ensure consistency between the levels: consistent competencies, concepts, language, and themes; b) give each level a strong role in the programs for the next level down; c) be intentional about bringing together leaders from different business units, functions, and geographies for training and development opportunities."<br /><br />It's okay to show that you don't always have the answer. A good leader at the very least knows where to find that answer.<br /><b><br />5. Boot camp training is so 2012.</b> In recent years, companies have taken a boot camp approach to training, trying to cram as much information as possible in the minds of employees in just a few hours. Graham says we're starting to see a backlash. "Learners have no desire to come to a training class in which they're forced to work at a breakneck pace all day, complete difficult assignments in the evening, and at the same time keep up with all their regular work."</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Source: <a href="http://money.usnews.com/money/blogs/outside-voices-careers/2012/12/27/5-leadership-trends-to-watch-in-2013">USNews.com</a></span>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-72910028110062990512012-12-24T16:44:00.001-04:002012-12-24T16:44:30.393-04:00Leadership at Christmas Time<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">Our children need our <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> through their growing years. My children are now all in their 20’s and still yearn for leadership in the form of guidance and consistency. I remember when they were little, they would look with adoring eyes at the things Mum and Dad did for them, and said to them.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">Our work environments are no different to our home environments – we have people looking up to us, and watching every move we make. Our leadership obligation is not optional. We are “on show” wherever we go and whatever we do.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">As we come to the end of another year of business we start to think about unwinding and enjoying a break with friends and family, but still people are watching.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">There is a difference between “unwinding” and “unravelling”. There have been some spectacular “falls from grace” when people have unravelled in the public eye.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
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<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Stephanie_Rice" rel="wikipedia" target="_blank" title="Stephanie Rice">Stephanie Rice</a> had established a great persona as an Olympic Swimmer and was setting herself up for a career in the media spotlight. A little too much to drink brought it all undone. A controversial rant on <a class="zem_slink" href="http://twitter.com/" rel="homepage" target="_blank" title="Twitter">Twitter</a> led to most of her major sponsors dumping her overnight.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">It’s not up to the “minders” to get us through these situations, it’s up to our own leadership to recognise the perils, and take appropriate action.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">Just like our businesses have a brand (which we are careful not to damage the brand) we each have a personal brand that needs to be protected.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
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<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Grant_Hackett" rel="wikipedia" target="_blank" title="Grant Hackett">Grant Hackett</a> damaged his brand when the police were called to his luxury apartment after a big day at the <a class="zem_slink" href="http://maps.google.com/maps?ll=-37.7908277778,144.911727778&spn=0.01,0.01&q=-37.7908277778,144.911727778%20(Melbourne%20Cup)&t=h" rel="geolocation" target="_blank" title="Melbourne Cup">Melbourne Cup</a> recently. <a class="zem_slink" href="http://kingkyle.com/" rel="homepage" target="_blank" title="Kyle Sandilands">Kyle Sandilands</a> lost more than $1 million in <a class="zem_slink" href="http://en.wikipedia.org/wiki/Sponsor_%28commercial%29" rel="wikipedia" target="_blank" title="Sponsor (commercial)">Sponsorship</a> when he damaged his personal brand after having a rant on the radio this week. Both the <a class="zem_slink" href="http://en.wikipedia.org/wiki/French_language" rel="wikipedia" target="_blank" title="French language">French</a> and Italian Prime Ministers have damaged their personal <a class="zem_slink" href="http://en.wikipedia.org/wiki/Brand" rel="wikipedia" target="_blank" title="Brand">brands</a> in recent times.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">Imagine if you saw any of our last five Prime Ministers at the local <a class="zem_slink" href="http://en.wikipedia.org/wiki/Shopping_mall" rel="wikipedia" target="_blank" title="Shopping mall">shopping mall</a> dressed in a blue singlet with footy shorts and a pair of flip flop thongs on their feet. That would be incongruent with their brand or image. It would also destroy all the efforts they had made in providing leadership to their followers, regardless of your political beliefs.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">Religious leaders and corporate leaders have the same responsibilities. Their leadership is always on show and in uncertain times people look for consistency and leadership.</span></span></span><span style="font-size: 14pt; line-height: 21px; margin: 0px; padding: 0px;"><o:p style="margin: 0px; padding: 0px;"></o:p></span></div>
<div class="MsoNormal" style="font-family: Verdana, sans-serif; font-size: 13px; line-height: 19.983333587646484px; margin-bottom: 1.538em; padding: 0px; text-align: justify;">
<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">The late Steve Jobs built the Apple brand to what it is today. He didn’t do it singlehandedly, he did it by having a great leadership model with an impeccable image. Do you think that if he regularly “let his hair down” with Friday night drinks that went too far, or showed his team any other shortcomings, that his leadership would have been so compelling?</span></span></span></div>
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<span style="font-family: arial, helvetica, sans-serif; margin: 0px; padding: 0px;"><span style="font-size: 14px; margin: 0px; padding: 0px;"><span style="line-height: 16px; margin: 0px; padding: 0px;">Read Complete at <a href="http://www.accountanttocoach.com/category-name/leadership-at-christmas-time/">accountanttocoach.com</a></span></span></span></div>
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-47769944470148601362012-12-13T17:24:00.000-04:002012-12-13T17:24:27.190-04:005 Biggest Leadership Lessons From 2012<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial,Helvetica,sans-serif;">This post is in partnership with Inc., which offers useful advice, resources, and insights to entrepreneurs and business owners. The article below was originally published at Inc.com.<br /><br />It’s been quite a year for leadership lessons. Any one of a multitude of events in 2012 (Hurricane Sandy, The London Olympics, Benghazi and its fallout) would provide a case study in how to lead–and sometimes, sadly, how not to.<br /><br />Here are my personal top five leadership lessons from 2012:<br /><br /><b>1. Institutionalize your Vision (with a capital V).</b><br /><br />It’s over a year since he died, but Steve Jobs was still handing out leadership lessons in 2012.<br /><br />The question everyone began asking almost immediately his sad, early death was announced was: “Will Apple survive the loss of its Visionary founder?”<br /><br />This year showed that, while the jury is still out as to whether it will be exactly the same company or not, Apple isn’t going to disappear any time soon–far from it.<br /><br />Unlike CEOs at companies such as Starbucks, Gateway, and Dell, Steve Jobs clearly succeeded in institutionalizing his vision by driving it deep into the very warp and woof of the company and instilling it into Apple’s management DNA.<br /><br />Howard Schultz, for example, hasn’t yet achieved this at Starbucks. He’s still the personification of “his” company’s vision.<br /><br />Are you the personification of your company’s vision? If you left, would it leave too? Or have you hired, mentored and coached your vision into the company, so that it would stand without you?<br /><br /><b>2. Remember that big does not necessarily mean important.</b><br /> </span><br />
<span style="font-family: Arial,Helvetica,sans-serif;">It’s hard to remember the degree of hoop-la that surrounded the Facebook IPO back in May. I mean Mayan-calendar-the-world-is-ending hoop-la.<br /><br />And that very fact–that something so highly anticipated could turn out to be such a fizzle–is a lesson in itself. Big does not necessarily equal important.<br /><br />Take a look at the big things that have your attention. Are any of them merely big, but are actually unimportant? If so, chances are you could save a lot of leadership resource by dumping that project.<br /><b><br />3. Plans mean nothing, but planning is everything. That the Mars Rover landing of ‘Curiosity’ in August was an incredible feat of technical skill is undoubted (if you haven’t watched the NASA video, I urge you to do so).</b><br /><br />But hidden in the story, lurking behind the technical pyrotechnics, is a story of leadership in the face of almost-unbelievable uncertainty.<br /><br />Often missed in the retelling of Curiosity’s landing is the fact that no-one at NASA could do a single thing about the outcome. Once the landing module had begun its descent, everything–every tiny movement, every one of the millions of microscopic adjustments–was being made by pre-programmed software.<br /><br />No-one back at NASA HQ had their hands on a joystick, no-one could change even a millimeter of the module’s direction. Either everything worked out okay, or it didn’t. There was no way to adjust on the fly. In the end, all those plans were essentially meaningless.<br /><br />As Mike Tyson has said: “Everyone has a plan until they get punched on the nose.”<br /><br />In leadership, often our plans turn out to be close to useless. But planning? Planning is what put Curiosity on Mars. It can get you anywhere you want to go.<br /><br /><b>4. Don’t do deals you don’t understand.The ongoing, four-year HP debacle turned almost cartoonish with November’s announcement that HP is to write off $9 billion (yes, that’s a “b”) of its investment in Autonomy–a company for which it paid $12 billion in October 2011.</b><br /><br />There’s still a lot to be written about this fiasco, but one thing is immediately obvious: no-one on the HP side, from then-CEO Leo Apotheker to the three firms of auditors involved (and including the entire board) knew what the heck they were buying.<br /><br />It looked good. It filled a strategic vacuum. And it was available. So they did the deal.<br /><br />You’d think only very large companies with access to gobs of cash fall for this type of stupid transaction, but sadly I’ve seen founder/owners and small business owners bet the ranch – and fail – many times.<br /><br />As my grandmother would say, “If you don’t understand it, don’t do it.”<br /><br /><b>5. Leaders need to, well, actually lead. Finally, as the year closes out, we’re watching perhaps the biggest failure of leadership of our time play out. As the United states hurtles closer to fiscal impact (we fell off the fiscal cliff quite some time ago), political leaders of all stripes have abdicated the only thing we ask of them–leadership.</b><br /><br />The #1 leadership lesson of 2012? Lead, for goodness sake. It’s your job.<br /><br />Source: <a href="http://business.time.com/2012/12/13/5-biggest-leadership-lessons-from-2012/">Time.com</a> </span><br />
<a href="http://www.inc.com/les-mckeown/leadership-lessons-2012.html"><span style="font-family: Arial,Helvetica,sans-serif;">Read more</span></a>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-40962492143228805882012-11-13T17:42:00.001-04:002012-11-13T17:42:15.929-04:00The Qualities a Leader Should Possess and How to Attain Them<br />
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<span style="font-family: Arial, Helvetica, sans-serif;">What entails being a </span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" style="font-family: Arial, Helvetica, sans-serif;" target="_blank" title="Leadership">good leader</a><span style="font-family: Arial, Helvetica, sans-serif;">? Throughout history, exceptional leaders have been known to be great communicators who inspire their </span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Hierarchy" rel="wikipedia" style="font-family: Arial, Helvetica, sans-serif;" target="_blank" title="Hierarchy">subordinates</a><span style="font-family: Arial, Helvetica, sans-serif;"> and empower them to perform their best. They also possess superior organizational skills, ruling vast empires like they were tending to their backyards. Today's prominent leaders include heads of successful nations, companies, and various </span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" style="font-family: Arial, Helvetica, sans-serif;" target="_blank" title="Organization">organizations</a><span style="font-family: Arial, Helvetica, sans-serif;">. While technology might have developed, the attributes of a great leader remain unchanged.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">To be a good leader, one must possess some notable attributes though this is easier said than done. When leadership seminars weren't in vogue, leaders were born into a life of greatness. However, today, practically anyone can be a leader with the right guidance and commitment. Various leadership training programs are now available to groom individuals to become better leaders.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Coaching is conducted in different ways, and is designed to suit different kinds of people. Various leadership styles apply to different individuals, and leadership roles can range anywhere from managerial, role model, coach, to a mentor approach. While common attributes prevail for every strategy, there are particular aspects of leadership coaching which vary with each person. However, the final result is that each person emerges bearing the skills needed to become a more effective leader.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership training and development aims to improve leadership skills that should be possessed by every leader. <a class="zem_slink" href="http://en.wikipedia.org/wiki/Communication" rel="wikipedia" target="_blank" title="Communication">Effective communication</a> is essential in motivating subordinates and asserting one's self. Leadership is a two-way process which involves communication between you and your team members. It is, therefore, crucial to harbor positive relations between you and your colleagues, while maintaining professionalism.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Military leadership development programs originated from education taken by war veterans. In the warzone, leaders must possess advanced planning and organizational skills, as well as innovative thinking to adapt to the many contingencies common in wars. In other instances, such leadership capabilities are perfect for leaders to overcome stressful situations and address unforeseen issues.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">An executive leadership training program centers on the importance of a leader's overall health to enhance leadership skills and emphasizes on a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Health" rel="wikipedia" target="_blank" title="Health">healthy</a> lifestyle and diet. Healthy leaders are believed to perform exceptionally well. Unhealthy leaders, on the other hand, would often hamper an endeavor's progress when they are unable to attend to their responsibilities because of poor health. Apart from leadership and personal qualities, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Diet_%28nutrition%29" rel="wikipedia" target="_blank" title="Diet (nutrition)">diet and exercise</a> routines are also taught in these programs. Much emphasis is placed on maintaining holistic wellness so that the mind and body are able to focus on the all-important task of leading.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.articlesbase.com/self-improvement-articles/the-qualities-a-leader-should-possess-and-how-to-attain-them-5502451.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com2tag:blogger.com,1999:blog-1890212257134403554.post-23959347547999520142012-11-12T14:48:00.000-04:002012-11-12T14:48:13.769-04:00Coaching Leaders and Organizations for Success<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial, Helvetica, sans-serif;">Pick up any business publication these days, and you'll find an article on Coaching, whether it be working with <a class="zem_slink" href="http://en.wikipedia.org/wiki/Individual" rel="wikipedia" target="_blank" title="Individual">individuals</a> to find more balance or meaning in their lives, to helping others identify a new career they are more passionate about. While these are certainly positive objectives of coaching, we at Incite Strategies have spent over 10 years working specifically with leaders in <a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" target="_blank" title="Organization">organizations</a> to help them be more effective within their organization.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Some of our work centers around more traditional <a class="zem_slink" href="http://en.wikipedia.org/wiki/Coaching" rel="wikipedia" target="_blank" title="Coaching">executive coaching</a> - that is, individuals coming to work with us on specific issues that have already been highlighted in the organization, and which are thought best to be addressed by an external coach, either because the internal coaching has not had the desired impact or because the internal resources do not have the time or skills required. The majority of our work, however, is more akin to proactive <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> and organizational coaching. We often work with leaders in conjunction with their teams (individuals often identified as direct reports, peers, or business partners). These individuals are typically identified as part of a certain group -- whether as members of a senior leadership team, mid-level leaders identified through <a class="zem_slink" href="http://en.wikipedia.org/wiki/Succession_planning" rel="wikipedia" target="_blank" title="Succession planning">succession planning</a>, or emerging high potential leaders. In other words, we are coaching people who have a proven track record of performance become that much better vs. focusing on a previously identified <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">development</a> need. This ‘proactive' assessment, development and coaching provides a road map not only to the business, but also to the individual leader, as to how to best leverage strengths, work on development needs and ensure the current trajectory and proven track record continues.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Having assessed and coached hundreds of global leaders, we're often asked "what does it take" to be a successful leader. Below are our observations that we hope you find helpful and can perhaps use as a roadmap for your own development. Ours is not a "cookie cutter" approach, but one that you can achieve by stretching, but still being true to yourself.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b><a class="zem_slink" href="http://www.thebasics.com.au/" rel="homepage" target="_blank" title="The Basics">The Basics</a></b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">These are what we refer to as "the ticket to entry" in any discussion of leadership and the potential to assume larger roles in an organization.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Accountable</b> - Doing what you say you're going to do...having a high "say-do" ratio...being dependable....delivering results...meeting or exceeding performance objectives</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Credible</b> - Believable...being seen as doing the right thing vs. having any hidden agendas...having built a solid foundation of experience that you are speaking from a base of knowledge</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Decisive</b> - Having courage in your convictions...Being able to make a decision without all the data...Knowing when to stop getting more input and "make the call"</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Driven</b> - Having the desire to stretch outside of your comfort zone...highly self-motivated....always seeking to "over deliver" and exceed expectations...always doing more than asked</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Adaptable</b> - Having the flexibility to adapt to internal changes in the organization or external fluctuations in the marketplace...seeing change as a positive, as unearthing new possibilities vs. being resistant</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>"Quick Study"</b> - Not necessarily having the highest <a class="zem_slink" href="http://en.wikipedia.org/wiki/Intelligence_quotient" rel="wikipedia" target="_blank" title="Intelligence quotient">IQ</a>, but having the resourcefulness and know-how to figure out how to get up to speed quickly in any new situation, whether it be through self study or leveraging the knowledge of others</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b><a class="zem_slink" href="http://www.amazon.com/Stand-Stephen-King/dp/0385121687%3FSubscriptionId%3D0G81C5DAZ03ZR9WH9X82%26tag%3Dlibertad-20%26linkCode%3Dxm2%26camp%3D2025%26creative%3D165953%26creativeASIN%3D0385121687" rel="amazon" target="_blank" title="The Stand">The Stand</a> Outs</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">These are attributes that we don't see very frequently, so when we do, they stand out as unique.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Ability to Influence</b> - This goes well beyond interpersonal skills and encompasses organizational knowledge - knowing who the key stakeholders are and being able to flex your communication style to see things from their perspective to get buy-in</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Genuinely Cares</b> - Unfortunately all too often we work with leaders who see people as a "means to an end"...this characteristic stems from really caring about the people who work for and with you, and getting to know them and value them for the individual they are</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Risk" rel="wikipedia" target="_blank" title="Risk"><b>Risk Taker</b></a> - We're not referring to hair-brained ideas here, but thoughtful, creative, prudent risk taking...thinking outside of the box...challenging the sacred cows of an organization...never being satisfied with the status quo</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Mature</b> - This has nothing to do with age or experience, but with being self aware...knowing what your strengths and development needs are...being a life-long learner...being comfortable in your own skin, confident in the person you are and the style you have</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Passion for the Customer</b> - Many think this would be in the "Basics" category, but we find many leaders becoming too internally focused and not being conscious of needing to stay close to the customer, and to continually drive the customer-centric view down to their teams</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Innovative</b> - This could be creating something from scratch, inventing something new, or simply doing things differently...Or, if you're not particularly creative, surrounding yourself with those people and creating the environment that allows new ideas to bloom</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>The Missing Pieces</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">As you would expect, there are areas where even the most successful leaders continually struggle and aspire to reach.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Strategic Thinking</b> - Although well intended, many leaders get bogged down with daily firefighting or the transactional nature of their businesses and don't consciously carve out time to think long term and set a vision for where they want their organization to go.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Leadership Flexibility</b> - Staying true to who you are doesn't mean only having one style of leadership...it's easy to lead a team of people like you, but much more difficult (and much more effective ) to lead a diverse team of individuals...and, their job is not to adjust to your style, but for you to understand how best to influence and motivate them as individuals and as a total team</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Communication Savviness</b> - Most leaders communicate well in specific scenarios, but many still focus on trying to be equally effective on all fronts: with individuals, small - large groups, across all levels of an organization, in formal presentations or informal networking events</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Presence</b> - Like it or not, the way in which you present yourself goes a long way in people's impression of you as a leader, whether it be how you dress, how you speak, or the impression you leave...many people we coach want to prove they can be successful without this, but they end up being overlooked or misperceived because they're not "memorable"</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Ability to Build a Following</b> - This goes beyond positional power, or people doing what you ask them to do because they work for you...you know when you've developed followers when people say " I don't care what the job is, I just want to work for them again"</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Proactive Career Planning</b> - Surprisingly, the majority of the leaders we have assessed have never sat down and thought about where they wanted to go from a career perspective, and the gaps they needed to fill to get there...Most have had a sponsor who has called them and told them what job to go to next...While having sponsors is certainly important, what happens if the sponsor leaves the company? Or falls out of favor? Many realize too late that they haven't built a broad network or have pigeon-holed themselves unintentionally by having a passive approach to their own development</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Working with a group of individuals accomplishes many things for the organization. It not only serves as a retention tool for those individuals, but also provides a common framework and process against which they can be assessed. Using the existing corporate values (or helping define those if they don't already exist), we gather data from the individual and others that work closely with them (like a verbal 360) which results in strengths and areas for development for each individual. We then pull together the themes which emerge from the population so that organizations can ensure that their on-going development programs and company culture reinforce these behaviors...in other words, coaching the organization!</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.articlesbase.com/leadership-articles/coaching-leaders-and-organizations-for-success-613519.html">ArticlesBase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com2tag:blogger.com,1999:blog-1890212257134403554.post-18537092989186239222012-11-06T16:42:00.001-04:002012-11-06T16:42:44.581-04:00The Art of Managing Leadership in Changing Enviroment<br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership is the ability to inspire confidence and support among the people who are needed to achieve organization goals. It is the process of providing the direction and inspiration necessary to create or sustain an organization.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The 21st century has already spawned a sizable volcano of daunting new challenges to leadership. Deregulation, digitization, ecosystems, strategy life cycles, and competition at present, represents change have permanent rhythm for every business firm. This <a class="zem_slink" href="http://en.wikipedia.org/wiki/Change_management" rel="wikipedia" target="_blank" title="Change management">change process</a> gives a role of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Decision_making" rel="wikipedia" target="_blank" title="Decision making">decision making</a> initiative for the leaders such as:</span><br />
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<ol>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Broadening the scope of employee freedom by managing less, without sacrificing focus, discipline, and order.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Creating an organization where the spirit of shared values and community dominate, not programs and policies.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Providing for a mission that justifies extraordinary contribution .etc</span></li>
</ol>
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<span style="font-family: Arial, Helvetica, sans-serif;">The best effective decisions made within the available limited resources and constraints to provide an optimum solution for the change process makes a leader and a manager to achieve their objectives in many change process. Further to handle the change initiatives efficiently an organization must recognize that </span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Succession_planning" rel="wikipedia" style="font-family: Arial, Helvetica, sans-serif;" target="_blank" title="Succession planning">succession planning</a><span style="font-family: Arial, Helvetica, sans-serif;"> and </span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" style="font-family: Arial, Helvetica, sans-serif;" target="_blank" title="Leadership development">leadership development</a><span style="font-family: Arial, Helvetica, sans-serif;"> are two elements of the same process that of ensuring there are leaders now and in the future who can implement the organizational vision .while succession planning can identify those individuals who have the abilities ,talent and potential to turn the vision of the organization into reality, the alignment to leadership development can ensure that this potential is realized .In so doing, an organization can ensure that there is indeed long term leadership sustainability and opportunities of entrepreneurship this will be a source of having competitive advantage of developing next generation leaders in the years to come for an organization to succeed .</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Introduction</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action to meet commonly agreed objectives whilst having commonly held values. Leader's values must offer 4E's frame work-envision, enable, empower and energize, for establishing a climate for creative thinking and promote innovation.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">21'st century has already experienced with deregulation, digitization, globalization,</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Strategic <a class="zem_slink" href="http://en.wikipedia.org/wiki/Management" rel="wikipedia" target="_blank" title="Management">business management</a>, the result is familiar to every business firm "Change",</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Change is a common occurrence in business today. Leading change describes the role of leaders in accepting and managing many change process .many of the change initiatives fail to achieve their objectives because (1) Absence of a definition of what actually would constitute organizational success. (2) "Results" a powerful concept if left unmanaged, poses a risk in future. (3) Intransparency ie, lack of clarity of the changing situation. (4) Lack of succession planning and building bench strength.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership attempts to have integrated systems to solve the problems of change process.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">"Leadership is about being adaptable to change and uncertainty" (Mark .A. Morgan MD of citigroup private bank).</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">An organization to develop the next generation leaders should consider the following important points such as (1) Identifying core set of skills to equip leaders of next generation. (2) Tracking and networking alumni of young professionals. (3) Determining the value of pooling program evaluation efforts. (4) Recognizing the key challenges in finding the resources and enhancing youth programes.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Key words: Leadership sustainability & roles, change process, toxic leadership etc.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Contemporary Leadership Roles</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The 4 contemporary leadership roles that are important for the organization to achieve its objectives are:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Providing team leadership</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Leadership is increasingly taking place within a team context .as teams grow in popularity; the role of the leader in guiding team members takes on heightened importance.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Mentoring</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" target="_blank" title="Organization">Organizations</a> have formal mentoring programs where mentors are officially assigned to new or high –potential employees to present ideas clearly, and empathize with problems of their protégés.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Self leadership</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Self –leadership propose that there are a set of processes through which individuals control their own behavior and effective leaders help their followers to lead themselves.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Online leadership</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">To lead the people who are physically separated from you and with whom your interactions are basically to written digital communications like telecommuting with employees you need online leadership.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Factors for effective leadership</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">(1) Follower. (2) Leader (3) Communication (4) Situation</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Figure showing factors of effective leadership</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Factors influencing changes in organizations environment</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Globalization and developments in the field of information and technology.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">New management strategies and the competitiveness in the business environment.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Implementation of news business processes.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">New goals and performance standards established in the business</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Structural changes in the economy. Etc</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Need for implementation of change in the organization's environment</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Based on Michael E <a class="zem_slink" href="http://en.wikipedia.org/wiki/Porter_five_forces_analysis" rel="wikipedia" target="_blank" title="Porter five forces analysis">Porter's five forces</a> of competitive position we can analyze that there is a need for "change" in the organization to survive in the competitive modern business.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Michael Porter's five forces:</span><br />
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<ul>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Existing competitive rivalry between suppliers</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Threat of new market entrants.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Bargaining power of buyer</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Power of suppliers</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Threat of substitute products (including technology change)</span></li>
</ul>
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership role and responsibility in implementing change in organization</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Organizational_culture" rel="wikipedia" target="_blank" title="Organizational culture">Organizational culture</a> is the primary source of resistance to change a leader should understand the organization culture and then plan the change process.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The use of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Shareholder_value" rel="wikipedia" target="_blank" title="Shareholder value">value based management</a> model 0f 7-s model can be helpful in implementation of change by coordinating 7-s namely, shared value, strategy, structure, system, staff, style and skill. (MC Kinsey's 7-s framework)</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership should determine clear decision making framework to ensure the organization has means and resources to achieve its goals.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Analyzing the change process through a experimental project with the five factors such as project duration, the project teams performance ,integrity of management commitment, employee commitment and employee effort required to cope with the change that are essential to be implemented.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Change can be implemented through organizational transformation by ensuring succession planning initiatives are closely aligned to leadership and development and organizational vision</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Ensuring that succession planning process occurs in such a way that it is in itself a transforming experience.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Drawbacks of implementation of changes in the organization.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Some the reasons why change initiatives fail to achieve their objectives are:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Absence of clear definition of what actually constitute organizational success</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Lack of knowledge about changing situation in business environment.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Lack of integration between succession planning and leadership with organizational vision.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Toxic <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership performance</a>.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Lack of planning premises and constraints, inadequacy of resources and means to implement the planned change process.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Toxic leadership and organization</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Toxic /Bad leadership is one of the main reason we can point out for the failure to implementation of change in the organization. "A Toxic leader is someone who has responsibility over organizations employees but abuses the leader –follower relationship by leaving the organization in a worse condition than when he/she first found them". (Barbara Kellerman)</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Barbara Kellerman analyzes Toxic/bad leadership into seven different types:</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">(1)Incompetent (2) Rigid (3) Intemperate (4) Callous (5) Corrupt (6) Insular (7) Evil.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Toxic leadership can effect organization in change implementation by following way:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Lack of definition of vision, strategy and business plan.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Inappropriate execution of the vision, plan strategy and business plan.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Lack of team building skills and business ethics.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Lack of sponsoring, supporting, measuring results.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Destruction of organizational culture, values and employees trust and confidence.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Understanding the change process</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Understanding the change process helps the leader of present and future generation to develop the suitable technique to solve problems in initiating change process in organization. To understand problems, determining the characteristics of the difficult problem is key to initiate change process.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Dietrich Dorner and Joachim Funke have elucidated typical characteristics of difficult problem they are as follows:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Intransparency-lack of clarity of situation.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Polytely-multiple goals which have</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">a) Inexpressiveness.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">b) Opposition</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">c) Transience</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">complexity- large number of items interrelations and decisions which have</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">a) Enumerability.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">b) Connectivity(hierarchy relation ,communication relation, allocation relation)</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">c) Heterogeneity.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Dynamics- time considerations, which have</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">a) Temporal constraints</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">b) Temporal sensitivity</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">c) Phase effects</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">d) Dynamic unpredictability</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Problem Solving Techniques</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Abstraction: solving the problem in a model of the system before applying it to the real system.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Analogy: using a solution that solved an analogous problem.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Brainstorming: (especially among the groups and teams)suggesting a large number of solutions or ideas and combining and developing them until an optimum is found.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Divide and conquer: breaking down a large complex problem into smaller, solvable problems.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Hypothesis testing: assuming a possible explanation to the problem and trying to prove the assumption</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Lateral thinking: approaching solutions indirectly and creatively.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Means-ends analysis: choosing an action at each step to move closer to the goal.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Method of focal objects: synthesizing seemingly non-matching characteristics of different objects into something new.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Morphological analysis: assessing the output and interactions of an entire system</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Reduction: transforming the problem into another problem for which solutions exist.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Research: employing existing ideas or adapting existing solutions to similar problems.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Root cause analysis: eliminating the cause of the problem.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Trial and error: testing possible solutions until the right one is found.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Developing The Leaders Of Next Generation</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Michael G.Winston who has been working with fortune 50 companies partnering with key executives in developing the next generation of leadership explains how they develop the next generation of leaders.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Seeking and securing top management support</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Leadership development initiatives are launched with clear communication from the senior executives explaining the mission, strategy, objectives and expectations for participant's .later stage measurement tools are designed to assess and reinforce leadership accountability for results.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Determining required skill sets.</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Firstly you define key leadership requirement and develop a plan to improve critical skills and competencies required to implement the current and projected business strategy and review both current and prospective markets, competitors, customers, channels and determine critical success factor.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Building Best-in-class leadership development initiatives</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">An integrated and highly focused set of initiatives is crafted that should reflect the company's strategic agenda, address critical challenges and opportunities and strengthen leadership capability ,programs are generally used as a combination of company's presenters, external world-class subject matter experts,E-learning technologies and post-program project work to reinforce key strategic initiatives.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Launching a tiered Talent Identificfation,Assessment and Succession process</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Succession management is a critical activity in business organizations must serve to identify, develop and retain those people who are able to deliver superior performance both individually and as a part of team. This can be done like:</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Alignment of top performers to most critical jobs.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Identification of successor candidates for key roles</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Assessment of strengths across key competencies</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Identification and development of high potentials.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Identification and elimination of key succession gaps.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Figure showing how to strengthening talent development in the organization.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Developing an enterprise perspective</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">The CEO can ensure a balanced focus on leadership development and business</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Needs as well as movement of people across organizational boundaries. This will</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Promote sustainable leadership in the organization</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Integrating the organization</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Creation of an organizational integration function provides diagnostic processes to identify and eliminate or reduce the overlap and duplication that often emerges in decentralized structures. High impact instruments can be created and implanted to identify and build upon key organizational, structural process and leadership elements to strengthen and enhance business performance.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Metrics for driving accountability</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Systems are then installed to hold line managers accountable for building leadership.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Leadership development and succession becomes an unavoidable "gate" for promotion and significantly affect compensation, this can be understood with the diagram given below</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Figure showing metrics for driving accountability</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Institutionalizing the process</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Ultimately the objective is to institutionalize a simple consistent process across the enterprise which promotes leadership and succession cycles</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Leadership and Entrepreneurship</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">It is leadership style that creates the appropriate climate for entrepreneurship and innovation in an organization.successfull leaders are not only good executives they are also great entrepreneurs .a entrepreneur today has to face several changes in the organization .he has to adapt the change process efficiently and convert the disadvantages of changes into advantages of business for which entrepreneur needs strong leadership qualities mentioned in above paragraphs leadership ,creativity, ability to solve problems makes a leader successful entrepreneur.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.articlesbase.com/motivational-articles/the-art-of-managing-leadership-in-changing-environment-2911659.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-12312440322329050092012-10-30T10:36:00.001-04:002012-10-30T10:36:23.217-04:00Entitlement - The Loftiest Leadership Stage a Leader Can Rise<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-6VLkNQL3wFnuLraeTbIZCFAw1uEFBBJzAIrQSSBl0-eaT_UvvrJqpkUOZDC7kTFZwIhZq3gbFPBf4jNp8k3lRgPruPVWE35UE4vSJEEQCaRESMR44sysQL8p2vFwcoDeYhLH4_Uca4Tg/s1600/leadership-3.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="319" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-6VLkNQL3wFnuLraeTbIZCFAw1uEFBBJzAIrQSSBl0-eaT_UvvrJqpkUOZDC7kTFZwIhZq3gbFPBf4jNp8k3lRgPruPVWE35UE4vSJEEQCaRESMR44sysQL8p2vFwcoDeYhLH4_Uca4Tg/s320/leadership-3.jpeg" width="320" /></a></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Is <a class="zem_slink" href="http://www.biography.com/people/barack-obama-12782369" rel="biographycom" target="_blank" title="Barack Hussein Obama, Jr.">Barak Obama</a> enjoying the loftiest leadership stage any leader can reach? What about <a class="zem_slink" href="http://www.rottentomatoes.com/celebrity/nelson_mandela" rel="rottentomatoes" target="_blank" title="Nelson Mandela">Nelson Mandela</a>? Who between the two has reached the highest leadership stage? How can we know this? How do the leaders gain public fame? How did they take on the stage of public arena? Is there some defining moments that demarcate the leaders' walk to public arena? If indeed there can be such moments, can these moments be captured? If so, can they be lessons for current and <a class="zem_slink" href="http://www.future-leaders.org.uk/" rel="homepage" target="_blank" title="Future Leaders">future leaders</a>? What can current and future leaders learn from such moments? Yes, there are indeed defining moments and, these defining moments can be traced and captured. Besides, they can be used as learning lessons to current and upcoming leaders.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The loftiest leadership stage in the ten defining moments in leadership is Entitlement, when a leader has gained the public fame. The other stages stretching from when a leader is virtually unknown to when he or she is widely known are Emptiness, <a class="zem_slink" href="http://www.break.com/c/science-videos/experimentation/" rel="break" target="_blank" title="experimentation">Experimental</a>, Experiential, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Space_Shuttle_Endeavour" rel="wikipedia" target="_blank" title="Space Shuttle Endeavour">Endeavour</a>, Engagement, Endorsement, Endearment, Endowment, Entrenchment, and the loftiest, Entitlement stage.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Whether positive or negative, fame is seen as increasing at the same level as the influence a leader exerts in the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Public_domain" rel="wikipedia" target="_blank" title="Public domain">public domain</a>. Thus, the more a leader is known and recognised, the more he or she exerts influence to the led. This simply means that if a leader is not known, his or her influence is small or none-existent. If he or she is a known <a class="zem_slink" href="http://en.wikipedia.org/wiki/Public_figure" rel="wikipedia" target="_blank" title="Public figure">public figure</a>, his or her influence is great. In this way, a leader is able to affect the public agenda even more. With the ten stages, the book traces the leaders' life's journey from the time a leader is virtually unknown to when he or she becomes a household name. It traces the struggles, the huddles, the joys, the power and glory, of each stage, as well as the temptation accompanying each stage along the way. The book can be used as a leadership mirror to evaluate where the leader currently is, where he or she is going, and what such a leader needs to do as well as avoid during the current stage. The book also prepares a leader of what to expect in the next leadership and subsequent stages.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Why base leadership on fame? Simply put, a leader can simply be described as a dealer with people. At every level, from the home front to the national and indeed international front, leaders affect people either positively or negatively and many time a mixed grill of both. People rejoice when good leadership is in place or likewise mourn when the bad leadership is in place. Therefore, one cannot divorce leadership with follower-ship, and in the latter is where people are. For good or for worse the higher one climbs in the leadership ladder, the more people one affects, influences and touches. This means a man with a wife and three kids will adversely affect his family if that is the only influence he has. A <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business_process_improvement" rel="wikipedia" target="_blank" title="Business process improvement">business leader</a> with a thousand people under him or her will adversely affect those people, and so will a president with a country of thirty million people. Then there are those leaders who have no geographical borders. They are bound to affect very many people in one way or another, for good or for worse.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leaders everywhere occupy one of the ten stages of leadership ladder. The ten stages are further divided into four phases. Phase one is known as survival phase when the cup of fame is empty.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Phase two is known as success, a phase of relative fame when the cup of fame is half-empty. The third phase is called Success-Significance when a leader is enjoying wide fame, thus the cup of fame is full to the brim. The fourth and last, the highest leadership can go, is called Significance phase when the cup of fame is overflowing cup and the leader enjoys wider fame. Let us see this one further:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Emptiness - </b></span><b style="font-family: Arial, Helvetica, sans-serif;">A LEADER WITH A FLEDGING VISION & UNTESTED VIRTUE</b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Phase one is known as survival phase-The empty Cup of Fame. This phase has three stages, Emptiness, Experimental and Experiential.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The first stage of section 1 entitled Survival- The empty cup of Fame is Emptiness. This is a stage where and when a leader is little or not known at all. Both the position such a leader holds and influence he or she wields is limited or non-existent. It is when a leader holds only a fledging vision in mind and untested virtue at heart. This stage is promising, has all potential, but troubles abound and hindrances abide. Nothing but hope and faith is vested in such a leader, hope that he or she will make something out of his or her life or will turn out to be or somebody in the society, and faith that he or she will not disappoint. Therefore, the ‘public' expectation of a leader in such a stage is courageous leadership.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Experimental - </b></span><b style="font-family: Arial, Helvetica, sans-serif;">A LEADER TESTING THE WATERS</b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Two words form the basis of the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Multistage_rocket" rel="wikipedia" target="_blank" title="Multistage rocket">second stage</a> called Experimental stage. The words are ‘try' and ‘risk' because the stage has bottlenecks which include uncertainty and let downs, misunderstandings and threat posing, rejections and regrets. Well, these are enough to keep the leader's diary full and his or her life occupied. But with all the odds in this stage, and though they do not come easily, there are payoffs as well. This includes baby steps and vision test, exploiting the unexplored potential, knocking doors, building networks and collecting a basketful of learning experiences. This is the stage where the public expect authentic leadership, enough to overcome the let downs on the way to public leadership.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Experiential - </b></span><b style="font-family: Arial, Helvetica, sans-serif;">A LEADER TASTING THE FRUITS</b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The third and last stage in this first phase is called Experiential. This when and where a leader tastes the fruits of his or her labour. The bottlenecks include intense competition as well as a leader settling on laurels by reducing the vision originally cast. It is in this stage that the road branches somewhere, one fork of that road leads to virtue, and the other expediency. This throws such a leader in a dilemma of which to choose from the two forks of the road. Will the leader choose virtue or expediency? This presents a crisis to the leader for both of them offer opportunities or danger. Having been in the field of leadership and having built some following, people's expectations towards such a leader are rising. The most important expectation is that a leader in such a calibre shows some principle standards in all his or her dealings.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Endeavour - </span><span style="font-family: Arial, Helvetica, sans-serif;">A LEADER FORGING ON</span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Phase two is known as success -The Half-Empty Cup of Relative Fame. This phase has two stages, the Endeavour and Endorsement. Though both the position and influence are on the increase, position is still greater than influence. Because of this, a leader in this phase is therefore ruling.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">This phase begins with Endeavour stage, when a leader feels that enough is not enough and decides to move on in leadership ladder. The first characteristic in this stage is that the leader has more than enough, described as successful and that both the position and influence of a leader is on the increase and the leader is desirous to leave a mark in his or her leadership. But there are at least three bottlenecks in this stage, the naked and un-tempered ambition and greed and grabbing as well as the urge to exterminate or at least smoothen out the enemies on the way. The public expect a leader in the endeavour stage to offer integrity leadership, much needed at this stage.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Endorsement - </span><span style="font-family: Arial, Helvetica, sans-serif;">A LEADER GAINING PUBLIC </span><a class="zem_slink" href="http://en.wikipedia.org/wiki/Acceptance" rel="wikipedia" style="font-family: Arial, Helvetica, sans-serif;" target="_blank" title="Acceptance">ACCEPTANCE</a></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Overall the fifth stage, second stage in this phase is known as Endorsement a stage where and when a leader is gaining public acceptance. The dangers in this stage involve setting a secure leadership base or solidify this endorsement for he or she may still feel insecure and in so doing take the path of revenge, settling scores on personal vendetta, surrounding self with cronies, rewarding those who helped the leader up as well as taking people for granted. Opportunities of Endorsement Leadership include proving his or her saltiness and building bridges and mending walls as well as seizing this opportunity to serve the people who voted or put him or her there. Therefore, the led expect such a leader to offer responsible leadership.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Engagement - </span><span style="font-family: Arial, Helvetica, sans-serif;">A LEADER GETS SOMETHINGTO DO</span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The third phase is called Success-Significance- The full to the Brim cup of Wide Fame and contains Engagement, Endearment and Endowment stages. For the first time, the leader's influence surpluses his or her position.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">In the Engagement stage, a leader is engaged, he or she gets something to do. His or her diary is full. The stage is transactional in nature, that is, there is a business-like transaction taking place between the leader and the led. Therefore, there are discussions, communication, concessions, and mutual agreements reached between the two parties. However, transaction work well when every party plays their part and work wrongly when one does not play his or her part well. Transactions being in the business world, it follows the characteristics of misuses found in that world, like underhand and shady deals, as well as breaking promises and lack of integrity. Three requirements needed in this stage are, the minimum requirement, the leader keeping the promise, the optimum requirement, the leader uplifting the virtue of integrity, and, the maximum requirement, the leader raising the level of leadership offered in this stage from transactional to transformational. Taken together, the public expectations of leaders in this phase are public accountability, positive influence, and a show of integrity. The public expectations of leaders in the Engagement stage are transformational leadership, a more superior leadership than mere transactional one.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Endearment - </span><span style="font-family: Arial, Helvetica, sans-serif;">PEOPLE'S EMOTIONAL ATTACHMENT TO A LEADER</span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The seventh stage is Endearment stage. While the fifth stage, the Endorsement stage was rather rational in nature, Endearment one goes beyond that to involve and invoke the emotional side of people. In Endearment, people exhume great love and pride and admiration of their leader. However, this may produce the flip side situation where the leader yearns to consolidate all the adoration directed to him or her and yearn to remain the centre of attention. The public expectation of Endearment stage is to offer steward leadership. Thus, their main responsibility and test of leadership to be effective and faithful stewards of the resources they have been entrusted with and the greatest resource being people themselves.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Endowment - </span><span style="font-family: Arial, Helvetica, sans-serif;">A LEADER CROWNED BY THE PEOPLE</span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The eighth stage of leadership and fame is Endowment stage, a very high stage indeed and prone to all kinds of dangers and vanities. Crowned by the people either by votes or by increase of customer or client base, or even fans, the next stage, the Endowment leader, believes he or she has special knowledge to lead, and thus taken as a gift of God to the people and not the other way round, is a beneficiary and not the other way round, can enter in the realm of metaphysics and not the other way round. The feeling of nuli secundus, the Latin word for second-to-none may dominate in such a leader. This builds the leader's greatest weakness. Such leaders can capture leadership opportunities by serving a higher cause, and giving people glory. People's expectations of their leaders increase at every level, and become more serious. People expect empowerment leadership, a kind that will improve their lot, not that kind of leadership that will only enrich the leader.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Entrenchment - </span><span style="font-family: Arial, Helvetica, sans-serif;">A LEADER IN PEOPLE'S PHYSIC</span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The fourth and last, the highest leadership can go, is called Significance phase- The overflowing cup of Wider Fame which contains two stages, the Entrenchment and the Entitlement stage. While Endorsement stage leaders were approved rationally, and Endearment types approved emotionally, the ninth stage of leadership, Entrenchment stage, leaders' transcendence beyond all these and enter into peoples' physic. This means that such leaders has too great influence that even if they leave the position of leadership, without use of force or arms they still influence any decision to be taken or made.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">For good or for bad, Entrenchment leaders are very hard to replace and the obvious gap exists between them and any thought replacement. For good or for bad again, everything around these leaders is public. Holding the world to the sway of their influence and power, and using their larger than life space, if these leaders climbed all the way while they are dwarfed inside, they can misuse this honoured position of leadership in more ways than one. The potential and real danger surround Entrenchment leaders are insecurity and power abuse, moral compromise and lapse, breaking of rules, pride, vanity, fantasy and fanaticism all rolled into one. Such can subsequently combine to produce false beliefs in a leader which can lead to the dangers of human rights violations. On the positive side, Entrenchment leaders' influence is so great that their virtues are felt widely and deeply. They should serve the high office better doing two things, one serving the people, and two, mentoring others in leadership. This is encapsulated in shepherd leadership expected of them by the public.</span><br />
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<b><span style="font-family: Arial, Helvetica, sans-serif;">Entitlement - </span><span style="font-family: Arial, Helvetica, sans-serif;">A LEADER TAKEN AS A GIVEN</span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">When the queen of Sheba parked her train caravans full of gold, camels and precious stones and crossed over from Egypt to Jerusalem to see for herself of the fame she heard of King Solomon, she was responding to King Solomon's last form of leadership, Entitlement leadership, a leadership that makes other kings and queens travel far and wide to witness for themselves the glory associated it. This last and highest stage of leadership rides on greatest fame, greatest power and loftiest glory.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">However, even such a leader can be larger than life but internally dwarfed. Some of the characteristics of such a leadership are pride, aloofness and a don't care attitude, manipulating and misusing people, squandering state or business resources and, smoothening his or her way through by removing opposition and competition on the way. His or her conscience may die and can transcend from a fellow human being to a demi-god. Once these leaders consistently maintain the negative trends of leadership, they have a final and permanent place for them to go in history- back into permanent and irredeemable obscurity.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">In such a high position as this, leaders ought to have nothing to prove or lose, nothing to hide or hold back and, at the same time everything give and gain. Even as people offer them permanent entitlement for leadership, the best Entitlement leaders can do is to have no entitlement on their side. They should portray a sense of selflessness as they lead people. Virtues like to nurture and mentor new leaders, to help humanity, to empower others and to leave a positive, lasting legacy are virtues that such leaders are expected to maintain while in such a stage in leadership. The overall public expectations of this phase are a showcase of more wisdom and model to them, portray more of genuine humility and service, shower more praise and appreciation to people struggling with hard life and concerns and, probably a culmination or a combination of all, a more display of greatness that kisses goodness. This is a leadership that can rightly be called servant leadership.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.articlesbase.com/politics-articles/entitlement-the-loftiest-leadership-stage-a-leader-can-rise-3468551.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-14455725565824462582012-10-24T17:38:00.000-04:002012-10-24T17:38:16.327-04:00Next Generation Leadership and Generative Leadership<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial, Helvetica, sans-serif;">The reason we have interest in Next Generation Leadership is because the last generation of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> interpretations were inadequate. They didn't deliver the goods of enabling actual leadership and leadership results, however captivating the leadership framework and stories. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership is a field that needs some clarity and usefulness where we outgrow our appetite for "next generation leadership" because the last generation didn't <a class="zem_slink" href="http://en.wikipedia.org/wiki/Produce" rel="wikipedia" target="_blank" title="Produce">produce</a> satisfaction and effectiveness. We need an <a class="zem_slink" href="http://en.wikipedia.org/wiki/Understanding" rel="wikipedia" target="_blank" title="Understanding">understanding</a> of leadership that is fundamental, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Wine_tasting_descriptors" rel="wikipedia" target="_blank" title="Wine tasting descriptors">clear</a>, observable, necessary, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Executable" rel="wikipedia" target="_blank" title="Executable">executable</a>, rigorous, and learnable. We need an interpretation that brings us closer to the "eternally valid aspects" of leadership, regardless of culture or historical era. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership, as with any other field of human endeavor, is a field of distinctions, practice, and discourse. As a discourse, leadership shows up for <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8833333333,-77.0166666667&spn=10.0,10.0&q=38.8833333333,-77.0166666667%20(United%20States)&t=h" rel="geolocation" target="_blank" title="United States">us based</a> on what story and distinctions we have for it, and these shape and enable the actions we take as leaders. Our personal discourse of leadership may be rich and enabling, or sparse and remote. For many people "leadership" is just a word that names something that is not clear, a bit mysterious, but seems important. They lack the distinctions to see, learn, or carry out effective leadership, though they do experience occasional moments where it seems to happen anyway. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Leadership draws tremendous attention with many books, programs, and approaches, as we try to explain, show, inspire, and enable effective leadership. The wide diversity of interpretations and approaches is also a symptom that we don't have a clear shared interpretation of what it is. We don't have, for example, such a wide diversity of interpretations for basic chemistry– it's pretty settled as a field of understanding, interpretation, and practice. We still lack such a foundational understanding of leadership. The diversity of approaches to understanding leadership is reflected in a wide diversity of business leadership programs, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Management" rel="wikipedia" target="_blank" title="Management">business management</a> courses, executive leadership programs, and offers of leadership coaching.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">"Generative leadership" is the name of the field that has been focused on developing just such a fundamental set of leadership interpretations and practices, to find identifiable fundamental structures and regularities of the ways that effective leaders observe, act, and generate results. We don't believe that generative leadership is the only, final, or right interpretation of leadership, but rather that it provides a fundamental and permanent dimension of leadership interpretation that addresses what is missing in the mainstream common sense. It provides a focus on what is fundamental and non-discretionary about leadership and also provides a frame which allows for variations in style, culture, situation, and historical moment. It acts as a foundation and cross check on other interpretations to increase the value they can provide by addressing the generative aspects of: what is observable, executable, learnable, and produces leadership outcomes.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The roots of generative leadership extend back into a discipline called ontological design, developed by Dr. <a class="zem_slink" href="http://www.fernandoflores.cl/" rel="homepage" target="_blank" title="Fernando Flores">Fernando Flores</a>, and it is related to the field of ontological coaching, developed by <a class="zem_slink" href="http://en.wikipedia.org/wiki/Julio_Olalla" rel="wikipedia" target="_blank" title="Julio Olalla">Julio Olalla</a>. The discipline draws from many other fields including neuroscience, linguistics, somatics and embodiment, cognition, biology, psychology and emotions. Developed by Bob Dunham since 1981, generative leadership comes from the original questions of "what is action?", and "how do human beings produce action and coordinate action?" These questions are so fundamental that they also provide powerful new answers to other questions including "what is leadership," "what is management," "what is a team," and "what is an organization." </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">These generative answers - which mean ones that are observable, executable, learnable, and that produce the outcome that is named – are based on focusing attention and action on phenomena that are not part of our mainstream awareness. These include commitment based management and coordination, the power of conversations to generate action and results, the role of care in producing passion and ownership, and practice based learning. Some of the key areas of focus of these interpretations include the role of emotions, body, and language in generating action, the role of care in value and satisfaction, and the essential aspects of coordination that underlie effective team performance.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">In generative leadership acts of commitment, like requests and promises, produce the generative power of language and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Conversation" rel="wikipedia" target="_blank" title="Conversation">conversation</a>. All action is understood to be preceded by conversations that shape and determine its outcomes, both through performance and coordination, and through the assessments of the outcomes. All conversations produce some kind of commitment that shapes future action, and the impact of every conversation is based on the coherence of its language, emotional tone, presence and body language. What people listen when others speak is based on their history and background. Leaders know how to connect to the historical listening and the care of others, and to provoke commitment for future actions. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The point about these distinctions is that they are all generative – observable, executable, learnable, and always are part of generating the results. This is the power of the generative way of "observing." This way of being an observer - of what one sees and pays attention to - enables being an actor that takes different kinds of action based on these fundamental aspects of human communication, coordination, leadership, management, and teamwork. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Although these distinctions are not yet part of our mainstream education and training, they address phenomena that are always present and in which we are always moving as human beings. We are in a situation similar to medicine hundreds of years ago when doctors didn't know or study anatomy, but anatomy was always there determining what was happening as a result of their actions. Physicians became more effective when they became aware of and skillful with what was already there – anatomy, biochemistry, and the systems and dynamics of the body. We believe that leadership and management face a similar historical moment: that practitioners are conscientious, hard-working, and dedicated, but are blind to the anatomy and dynamics of their domain of action, which is there all the time and determining their outcomes whether they pay attention to them or not.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">To address this Bob Dunham founded the Institute for Generative Leadership in 1998 based on work he and his colleagues have been involved in since 1981. The Institute has trained hundreds of executives, <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" target="_blank" title="Business">business owners</a>, managers, and professionals through its Generative Leadership Program (the GLP program). Bob's experience includes being an executive in multiple companies, including as Vice President of Motorola Computer Systems, Vice President of Business Design Associates, and Chief Operating Officer of Action Technologies. He actively consults with client companies in management and leadership development.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">A bit more about Bob: he is co-author of the book The Innovator's Way, the Essential Practices for Successful Innovation with Dr. Peter Denning, published by MIT Press. He designs and delivers multi-year programs in leadership in the US and South America, including the Generative Leadership Program (GLP). He also delivers the Coaching Excellence in Organizations (CEO) program in a joint venture with Newfield Network, one of the leading schools of coaching in the world. He is a guest lecturer in the Executive Certification Program for Presidio Graduate School and in the Leading by Design Fellows Program for the California College of the Arts, and was Adjunct Faculty, Executive in Residence, in the Presidio MBA program in Sustainable Management for three years. Bob has also been published with a chapter in the book Being Human at Work, edited by Dr. Richard Strozzi Heckler, as well as in numerous publications, including Communications of the ACM, Training Magazine, the International Journal for Coaching in Organizations, and the Center for Quality of Management Journal. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The intent of the GLP Program, the CEO program, and others that are in development is to provide generative leadership training that enables people to become more self-generating as leaders, managers, team members, and human beings. These programs provide what is not currently available from other forms of traditional and mainstream education and development: as an MBA leadership program, providing a new dimension to current forms of management leadership training, management development, and organizational performance development. We believe that we provide an essential element to what may someday be a degree in leadership that offers actual leadership skill, not just leadership studies.The results of the programs are being demonstrated by our GLP participants and graduates and our CEO participants and graduates that now number in the hundreds.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.articlesbase.com/management-articles/next-generation-leadership-and-generative-leadership-5516186.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com2tag:blogger.com,1999:blog-1890212257134403554.post-8249869153052948632012-10-19T09:10:00.001-04:002012-10-19T09:10:37.795-04:00How Should a Leader Develop More Power?<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial, Helvetica, sans-serif;">Positive connotations of power come when we hear people saying, 'I want to empower my team', 'I feel a powerful urge to try something new' and 'In business, Knowledge is power'. Negative connotations of power are identified when we hear people saying, 'The government is getting too powerful', '<a class="zem_slink" href="http://en.wikipedia.org/wiki/Power_%28philosophy%29" rel="wikipedia" target="_blank" title="Power (philosophy)">Powerful</a> <a class="zem_slink" href="http://en.wikipedia.org/wiki/Multinational_corporation" rel="wikipedia" target="_blank" title="Multinational corporation">multinational corporations</a> steam roller the interests of the man in the street' and 'Power corrupts and absolute power corrupts absolutely' (<a class="zem_slink" href="http://en.wikipedia.org/wiki/Francis_Bacon" rel="wikipedia" target="_blank" title="Francis Bacon">Francis Bacon</a>).</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">So let us look at the legitimate and the illegitimate uses of power. Good uses of power are when <a class="zem_slink" href="http://en.wikipedia.org/wiki/Generalized_mean" rel="wikipedia" target="_blank" title="Generalized mean">power means</a> the capacity to do something. To know that it is within my power to do something about a situation. This is a good use of power, which means you should continually strive to develop your ability power.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">So how do you develop your ability power? This can be done by developing your knowledge of leadership and management technique, your communication skills, and your self confidence.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The physicist's definition of power is the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Work_%28physics%29" rel="wikipedia" target="_blank" title="Work (physics)">work done</a> divided by the time. So in basic terms the amount of work you can do per an hour. How much capacity for work do you have per unit of time? You should develop your power to do more productive work per hour.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">This can be achieved by maximising your <a class="zem_slink" href="http://en.wikipedia.org/wiki/Time_management" rel="wikipedia" target="_blank" title="Time management">time management</a> skills and your powers of mental concentration. The opposite of this would be inactivity or inefficiency.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Power can also mean <a class="zem_slink" href="http://en.wikipedia.org/wiki/Economic_power" rel="wikipedia" target="_blank" title="Economic power">economic power</a>. Think about how much money you have saved and invested in the last five years. Those who have accumulated wealth have gained economic power. Those who have spent every penny, have no economic power. You should strive to increase your economic power.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">So how do you do this? Figure out ways in which you can add more value to the marketplace. Invest your money into those things which will gain value in the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Long_run_and_short_run" rel="wikipedia" target="_blank" title="Long run and short run">long run</a>, for example, property, business and gold. Don't spend all your money on things which will depreciate in value in the long run, like holidays and cars.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The three good uses of power are, ability power, work done divided by time resulting in efficiency power and economic power.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">There are a number of bad uses of power which include the power over people. You shouldn't try to gain power over others. Some people use a powerful voice to talk over other people. They use their powerful character to rule over meetings and their powerful physical presence to intimidate others. This could be seen to be social bully, which in the long run is bad for everyone.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Power can be constructive or destructive. You shouldn't use your power to destroy and breakdown as it should be used to construct and build. Just think a nuclear bomb is powerful but destructive while a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Nuclear_power_plant" rel="wikipedia" target="_blank" title="Nuclear power plant">nuclear power station</a> is powerful but constructive. In a business context it is better to construct rather than destroy. By working with others and not against them you can use your power to construct.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The misuse of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Power_%28politics%29" rel="wikipedia" target="_blank" title="Power (politics)">political power</a> is to unfairly use a position of political authority to personal advantage at the expense of others. Examples of misuse of political powers include a politician feathering his own nest by passing government contracts to a family member's company or a journalist bending the truth for their own ideological purposes.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">All of these are examples of corrupt uses of power which will lead to failure for the individual concerned in the long run.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">To recap, three wrong uses of power are, power over others (social bully), power to destroy, and corrupt political power. Three good uses of power are ability power, work done divided by the time resulting in efficiency power and economic power.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Source: <a href="http://www.articlesbase.com/business-articles/how-should-a-leader-develop-more-power-5054599.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-8355936727249815812012-09-18T15:00:00.000-04:002012-09-18T15:00:05.236-04:00How To Improve Your Leadership Skills<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiBiRrkgXTYe_SbSUXQEgkz22Vf2OIcpUNOLyh4pgZy_mPk9aSJ96lXzoOcftXJfZNtGH-UhTB48CrOBNFwhic3yzgrGii7mDEOK3XCLgMJtrLGOUKyeEFDP_6woagrorrXJyo25khGcCzK/s1600/leadership2012.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiBiRrkgXTYe_SbSUXQEgkz22Vf2OIcpUNOLyh4pgZy_mPk9aSJ96lXzoOcftXJfZNtGH-UhTB48CrOBNFwhic3yzgrGii7mDEOK3XCLgMJtrLGOUKyeEFDP_6woagrorrXJyo25khGcCzK/s400/leadership2012.jpg" width="400" /></a></div>
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<span style="font-family: Arial,Helvetica,sans-serif;">Leadership skills can play a large role in career development. Often, your technical skills can only take you so far. To help you move forward in your career, you need soft skills such as the ability to be a good leader. Therefore, leadership skills are considered to be important traits which can help you get to the top of your career field. You're more likely to be hired or get a promotion if you've been successful in leadership roles in your professional or personal life.<br /><br />Few people are born to be leaders. Most of us need to practice being a good leader, and that's why leadership development is so important. There are many different types of leadership, and there are many skillsets that can help you become a successful leader.<br /><b><br />Taking Initiative</b><br />Most bosses will assign their employees tasks that the employees have proven to be adept at. Therefore, don't wait to take on more responsibilities. Go above and beyond at your current position. A good way to develop your skills is to take on extra projects outside of your job description. Remember, the more work you do, the more you are learning. Learning more and <b>taking on more responsibility can help move you into a leadership role in your workplace.<br /><br />Critical Thinking</b><br />To be hired for a high-profile job, you will need to be a critical thinker. Good leaders are able to foresee potential problems before they happen. They can then develop ways to prevent the problems from happening. Good leaders are also aware of potential opportunities and take advantage of them to benefit the company and employees.<br /><b><br />Listening Effectively</b><br />One of the most important skills for a leader is listening. Without listening skills, you are not able to get feedback from others and get a sense of what team members like about the projects they work on. Feedback is key. To listen effectively, you need to maintain eye contact, avoid distractions and respond appropriately. Keep in mind, communication is not only about verbal communication. Be aware of body language and gestures to determine what people are really saying.<br /><b><br />Motivate Others</b><br />"If your actions inspire others to dream more, learn more, do more and become more, you are a leader," said John Quincy Adams. A true leader should positively influence people. When employees or coworkers lose their ambitions and passions, a true leader can energize and motivate them. How do leaders motivate people? First, they know what people need and want. For example, if an employee loses motivation because he or she thinks his or her hard work is not being recognized, a good leader will talk to that person and offer the recognition that is deserved.<br /><br />Sometimes, people lose their motivation because they are facing difficulties, tired of doing the same repetitive tasks or disappointed they are not being asked to get involved. As a leader, you should talk to him or her, ask him or her what's going on, and share your personal stories with him or her to encourage him or her to get involved.<br /><br /><b>Discipline</b><br />Discipline is required to achieve goals. Even if you have a vision or a good idea, it's useless without discipline. If you want to execute a plan effectively, you need discipline. Take the following scenario into consideration. You and your team want to create a business plan to attract investors. You have lots of ideas for the business plan, but none of you did the actual work. When it's time to present the proposal, you will have no actionable goals to present to potential investors. To be a good leader, you need to be self-disciplined and make sure others on your team are disciplined too.<br /><b><br />Constant Learning</b><br />"Leadership and learning are indispensable to each other," said John F. Kennedy. When things are changing rapidly, it is important to constantly learn and challenge yourself.<br /><b><br />Know How to Delegate</b><br />"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it," said Theodore Roosevelt. A successful leader won't micro-manage. Delegate work to your employees and let them feel empowered. If you do this, they will feel more involved and have more opportunity to develop new skills. Delegating will allow you to better concentrate on the goals you need to achieve yourself. If you are a project leader, you are still responsible for the work in the end. This is why it is important to oversee the project when delegating.<br /><br /><b>Handling Conflicts</b><br />Leaders have to know how to handle difficult people and resolve conflicts. If an employee doesn't work to the best of his or her ability and brings a negative attitude to work, leaders have to step up and talk to that person in private. Leaders have to be honest and straight to the point. This requires a lot of courage. It is not easy to point out a problem or fire someone. Always listen to the employee's side of the story before you reach a conclusion.<br /><br /><b>Be a Follower</b><br />Leaders should learn to recognize the value of team members, learn from them and encourage other team members to learn from them. Learn things that you didn't know from a person who specializes in that area.<br /><br /><b>The Bottom Line</b><br />Good leadership skills are essential to career development. "The key to successful leadership today is influence, not authority," said Ken Blanchard. If you want to improve your leadership skills, think about what actions you can take to be more influential. If you are already a leader, think about how you can influence others.<br /><br />Original story - <a href="http://www.investopedia.com/articles/pf/12/leadership-skils.asp">How To Improve Your Leadership Skills</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com2tag:blogger.com,1999:blog-1890212257134403554.post-80603401756357649962012-09-10T16:31:00.002-04:002012-09-10T16:31:12.370-04:00360 Feedback Tools Can Help or Hurt Leadership Development<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial,Helvetica,sans-serif;">360 multi-rater <a class="zem_slink" href="http://en.wikipedia.org/wiki/Feedback" rel="wikipedia" target="_blank" title="Feedback">feedback</a> assessments are now used by more than 85% of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Fortune_500" rel="wikipedia" target="_blank" title="Fortune 500">Fortune 500 companies</a>. They’ve become a foundation of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">leadership development</a> efforts because they’re like a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Global_Positioning_System" rel="wikipedia" target="_blank" title="Global Positioning System">GPS</a> unit showing leaders their current <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> effectiveness (“you are here”) and mapping a route to increased effectiveness. 360 feedback tools derive their name from getting feedback in all directions; boss, peers, direct reports, and others working with that leader.<br /><br />Another reason 360s have become so widely used is outlined in Zenger <a class="zem_slink" href="http://en.wikipedia.org/wiki/Judah_Folkman" rel="wikipedia" target="_blank" title="Judah Folkman">Folkman</a>’s new book, How to Be Exceptional: Drive Leadership Success by Magnifying Your Strengths:</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">” … very few people have an accurate perception of either their strengths or their weaknesses. This is why we often comically read such facts as “80 percent of <a class="zem_slink" href="http://maps.google.com/maps?ll=38.8833333333,-77.0166666667&spn=10.0,10.0&q=38.8833333333,-77.0166666667%20(United%20States)&t=h" rel="geolocation" target="_blank" title="United States">American</a> drivers consider themselves above average” and “65 percent of people surveyed believe they are better than average looking in appearance.” Indeed, our research shows that self-perceptions tend to be only half as reliable as those from either peers or direct reports.“</span></blockquote>
<span style="font-family: Arial,Helvetica,sans-serif;">BUT, we’re also seeing a growing backlash against 360 survey feedback tools. Like any tool, the design of the tool and how it’s used makes a huge difference in its usefulness. Traditional assessments and needs analysis look for gaps. And most 360 feedback tools focus on finding and fixing weaknesses.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhA8Wbt62q-4lMLTojgTQcUxMrjtK4tvab3kPfKWbcHKqsaPZivjQyo7uRlP0UB7YOdbvjMSzpfA5nQv5_uR8LO2rlWzXKh74FZr96wqjtdFSRhWXGqVAxJ5a3CjKj0HcP9vblfBnQ4Bboy/s1600/evaluare-360-feedback.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhA8Wbt62q-4lMLTojgTQcUxMrjtK4tvab3kPfKWbcHKqsaPZivjQyo7uRlP0UB7YOdbvjMSzpfA5nQv5_uR8LO2rlWzXKh74FZr96wqjtdFSRhWXGqVAxJ5a3CjKj0HcP9vblfBnQ4Bboy/s1600/evaluare-360-feedback.jpg" /></a></div>
<span style="font-family: Arial,Helvetica,sans-serif;">Read complete at <a href="http://www.business2community.com/leadership/360-feedback-tools-can-help-or-hurt-leadership-development-0272286">www.business2community.com</a></span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Author</span>: <span style="font-family: Arial,Helvetica,sans-serif;"><a href="http://www.business2community.com/author/jim-clemmer">Jim Clemmer</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-57800783624667039082012-08-28T12:20:00.002-04:002012-08-28T12:20:07.112-04:00Developing Subordinate Leaders<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9foNGqBfKY9TZI6BBXKygFww0aQ0jzxE3E4LR7xND6bP9OgPDVk8CQOmQq-wYnWwBJJyIk07sLXASuIb6Qf5m4Q6NRQzEvf-kj4sLwjqCbrH4Uwid-4DFoZ5OEK0OgE5c2m2RCISbiQ66/s1600/meeting.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9foNGqBfKY9TZI6BBXKygFww0aQ0jzxE3E4LR7xND6bP9OgPDVk8CQOmQq-wYnWwBJJyIk07sLXASuIb6Qf5m4Q6NRQzEvf-kj4sLwjqCbrH4Uwid-4DFoZ5OEK0OgE5c2m2RCISbiQ66/s1600/meeting.jpg" height="266" width="400" /></a></div>
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<span style="font-family: Arial,Helvetica,sans-serif;">There are many great leaders who <a class="zem_slink" href="http://en.wikipedia.org/wiki/Lead" rel="wikipedia" target="_blank" title="Lead">lead</a> things from small businesses to large countries. Each of those leaders had to start somewhere. Leadership starts at different stages for different people; some start <a class="zem_slink" href="http://en.wikipedia.org/wiki/Learning" rel="wikipedia" target="_blank" title="Learning">learning</a> as a small child while others may not start until adulthood. But regardless of when they start, its how they get there and where they finish that matters.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Leaders are ultimately responsible for developing the leaders of tomorrow. Leaders cannot be too consumed with themselves; they should be consumed with the organization and the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Hierarchy" rel="wikipedia" target="_blank" title="Hierarchy">subordinates</a>. The leaders will guide their organization through today, but the subordinates will guide them though tomorrow, and if leaders don’t properly train their subordinates, it will ultimately lead to demise.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Just because people are in leadership positions doesn’t make them leaders. People are often placed into leadership positions well before they are ready to lead. But regardless, people will still look to them as their leader and expect them to lead them in the right direction. Take <a class="zem_slink" href="http://en.wikipedia.org/wiki/Eli_Manning" rel="wikipedia" target="_blank" title="Eli Manning">Eli Manning</a> of the <a class="zem_slink" href="http://www.giants.com/" rel="homepage" target="_blank" title="New York Giants">New York Giants</a> for instance, who entered the <a class="zem_slink" href="http://www.nfl.com/" rel="homepage" target="_blank" title="National Football League">NFL</a> in 2004, but didn’t become a leader until 2007. He was placed in the key <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership position</a> for the football team well before he was ready. The problem in his situation is that he didn’t have a chance to develop before he started to lead. His development started with “<a class="zem_slink" href="http://en.wikipedia.org/wiki/Training" rel="wikipedia" target="_blank" title="Training">on the job training</a>.” He spent the first 3 years of his career learning, fighting adversity, and trying to find himself, all while he was being further developed as a leader and learning how to lead. Furthermore, he lost some of his supporting cast around him to help guide him in the right direction. Instead of supporting him, they grew impatient and ridiculed him. With all the stress placed on him, he never quit; he kept learning. Finally in mid season of 2007, everything that he learned came together. He stood up and took his place as the leader of the New York Giants.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">There are many ways leaders can develop subordinates’ leadership and show them how to lead. First and foremost, leaders must lead by their own example and give subordinates something to follow, because subordinates often times become a reflection of their leaders. They try and emulate and follow in their leaders’ footsteps. If leaders fail to properly set a good example for their subordinates, one of two things can happen. Their subordinates will become just like them and set a bad example. Or, their subordinates will not want to be like them. They just learned what not to do as a leader, which could result in them losing respect for their leaders.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">To further develop subordinates, leaders must be approachable. Subordinates should be comfortable enough to be able to communicate with their leaders about anything. This is a major key to their success. This will help build trust and confidence on both sides. Once established, your relationship will continue to grow professionally, which will make them more receptive to their development and eager to learn.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Leaders have to teach them what they need to do without showing them how all the time. By just teaching them, you are allowing them to think and come up with their own ideas by exercising their mind, which will result in them utilizing initiative and judgment. Keep in mind, everyone doesn’t process things the same, so some subordinates will need more guidance, and require more attention and patience. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Leaders must be able to provide constructive criticism and twist it up and end on a positive note. When there are initiative and judgment errors, it is still the leaders’ job and responsibility to correct those errors and guide them in the right direction. However, leaders must not cause discouragement, because subordinates may develop confidence issues and no longer want to excel. Help them understand that all leaders make mistakes, but it’s what they learn and how they recover from them that matters. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Subordinates must be held accountable for their actions. Subordinates must also understand that it goes far beyond that. They are not just responsible for their actions but the actions of those they lead. Take <a class="zem_slink" href="http://www.brettfavre.com/" rel="homepage" target="_blank" title="Brett Favre">Brett Favre</a> for instance, the former quarterback for the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Green_Bay_Packers" rel="wikipedia" target="_blank" title="Green Bay Packers">Green Bay Packers</a>. When his team would lose, it was him, the quarterback, who took the responsibility because he was the leader of the team. It was ultimately his responsibility to teach, guide, mentor, and motivate while leading the team to success. After a loss, he would watch and analyze the entire game, the players, and the plays to come up with a solution to help prevent it from happening again. He would always try and find ethical ways to reach success. And after 17 years in the NFL, he only got better. That is passion. That is dedication. That is the job of a leader!</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">These are just a few things leaders can do to develop subordinate leaders. Leaders shouldn’t be afraid to do further research to educate themselves as well as their subordinates. No matter how good of a leader someone maybe, they should train their subordinates to be better. If they developed them properly, their legacy will live through them. And regardless if they chose to develop them or not, were they stand today is where their subordinates will stand tomorrow.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Source: <a href="http://www.articlesbase.com/leadership-articles/developing-subordinate-leaders-618498.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-42454159649909635282012-08-24T14:34:00.001-04:002012-08-24T14:34:10.106-04:00Leadership Assessment Tool Introduced by Leadership Development Expert, SPM Learning<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7l-heDGH0rlOzjzgiJPyeTItdxg1_mW7wchYKbSS3fYUP58K7khvtO0mDpYj5BWHa0bkQuA61ZI38DLKQ0jxwAYhg-A7v1emqZQmHbaOq8SpC0JQsrSMNnwTItQ-Bmut5UA1E5fX0mB4h/s1600/leadership-development-prg.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7l-heDGH0rlOzjzgiJPyeTItdxg1_mW7wchYKbSS3fYUP58K7khvtO0mDpYj5BWHa0bkQuA61ZI38DLKQ0jxwAYhg-A7v1emqZQmHbaOq8SpC0JQsrSMNnwTItQ-Bmut5UA1E5fX0mB4h/s1600/leadership-development-prg.jpg" height="400" width="308" /></a></div>
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<span style="font-family: Arial,Helvetica,sans-serif;">SPM Learning, an expert in <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">leadership development</a> and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> training solutions, is pleased to introduce the Leadership <a class="zem_slink" href="http://en.wikipedia.org/wiki/Educational_assessment" rel="wikipedia" target="_blank" title="Educational assessment">Assessment</a> <a class="zem_slink" href="http://www.toolband.com/" rel="homepage" target="_blank" title="Tool (band)">Tool</a>. The free, robust 12-page leadership download will help <a class="zem_slink" href="http://en.wikipedia.org/wiki/Organization" rel="wikipedia" target="_blank" title="Organization">organizations</a> assess their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_studies" rel="wikipedia" target="_blank" title="Leadership studies">organizational leadership</a> strengths and challenges in 4 key organizational leadership areas:</span><br />
<ul>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Being a Better Leader,</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><a class="zem_slink" href="http://www.amazon.com/Getting-Things-Done-Stress-Free-Productivity/dp/0142000280%3FSubscriptionId%3D0G81C5DAZ03ZR9WH9X82%26tag%3Dzemanta-20%26linkCode%3Dxm2%26camp%3D2025%26creative%3D165953%26creativeASIN%3D0142000280" rel="amazon" target="_blank" title="Getting Things Done: The Art of Stress-Free Productivity">Getting Things Done</a>,</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Balancing Process & Results, and</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Management" rel="wikipedia" target="_blank" title="Management">Managing</a> <a class="zem_slink" href="http://en.wikipedia.org/wiki/Risk_management" rel="wikipedia" target="_blank" title="Risk management">Risk</a>.</span></li>
</ul>
<span style="font-family: Arial,Helvetica,sans-serif;">The Being a Better Leader area identifies a holistic approach to leadership which delves into strong people skills as well as practical, tactical and technical talents. The Getting Things Done area addresses strategy execution as a key to organizational success. Balancing Process & Results is a crucial leadership and organizational skill which helps define processes to increase the success and value of strategic execution while balancing what is truly required to achieve the desired outcome. With ever-changing environmental and economic challenges, organizations also need to excel in the Managing Risk area.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">“At SPM Learning, we strive to educate organizations on the importance of leadership assessment and development by providing tools like the Leadership Assessment Tool download. This assessment tool walks through the key leadership needs for a healthy organization and allows the reader to assess their own organization in these areas,” says Catherine Daw, CEO and President of SPM Learning.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Daw continues, “We encourage <a class="zem_slink" href="http://en.wikipedia.org/wiki/Chief_executive_officer" rel="wikipedia" target="_blank" title="Chief executive officer">CEOs</a> to take the opportunity to download the free Leadership Assessment Tool so they can really start to explore their organization’s leadership skills and determine if they have the leaders in place to achieve the organization’s strategic vision.”</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">CEOs and executives interested in assessing and developing their organization’s leadership skills can download the Leadership Assessment for free at the Leadership Assessment download page. Interested parties can also contact a SPM Learning leadership specialist with any questions or to help with the Leadership Assessment by email at leadership-assessment(at)spmlearning(dot)com.</span><br />
<br style="font-family: Arial,Helvetica,sans-serif;" />
<span style="font-family: Arial,Helvetica,sans-serif;">Read more at <a href="http://www.virtual-strategy.com/2012/08/16/leadership-assessment-tool-introduced-leadership-development-expert-spm-learning">www.virtual-strategy.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com2tag:blogger.com,1999:blog-1890212257134403554.post-54397256949625985442012-08-14T13:32:00.003-04:002012-08-14T13:32:34.064-04:00Business Leadership Development for Managers<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial,Helvetica,sans-serif;">Business <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">leadership development</a> plays an integral part in the metamorphosis of a good <a class="zem_slink" href="http://en.wikipedia.org/wiki/Manager_%28baseball%29" rel="wikipedia" target="_blank" title="Manager (baseball)">manager</a> into a great one. Many believe the terms leadership and management to be synonymous, though nothing could be farther from the truth. They are as different as night from day, and a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">good leader</a> might not make a good manager and vice versa. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">However, business leadership development planning can be used to improve the capability of managers to <a class="zem_slink" href="http://en.wikipedia.org/wiki/Lead" rel="wikipedia" target="_blank" title="Lead">lead</a> and become competent in dealing with people and persuasion rather than position and power. A good leader will have followers as distinct from the subordinates of managers, yet the two need not be <a class="zem_slink" href="http://en.wikipedia.org/wiki/Mutually_exclusive_events" rel="wikipedia" target="_blank" title="Mutually exclusive events">mutually exclusive</a>: A good manager can become a good leader, and the development of leadership will not only enhance your ability to lead people and organizations, but also to lead yourself.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Leading oneself is a concept that many find difficult to visualize, but to lead others you must first be able to successfully lead your own life. You must be aware of your strengths and weaknesses, possess self-confidence, but also display humility and not only accept criticism but <a class="zem_slink" href="http://en.wikipedia.org/wiki/Learning" rel="wikipedia" target="_blank" title="Learning">learn</a> from your successes and failures. You need people to follow you, and not only motivate teams to get things done that need to be done, but also get them to want to do what has to be done. To persuade rather than to order, and to lead them to want to do the right things rather than to do things right.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Although a business needs both management and leadership, it is sometimes necessary to focus more on one than on the other. A business might have a good management structure but little leadership, so will tend to stagnate over time. On the other hand it might have plenty of leadership and energy behind it, but because of poor management is unable to convert that leadership energy into results.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">As previously stated, then, business leadership and management are not mutually exclusive, and not only does a business need both but a leadership development program can be used to combine good <a class="zem_slink" href="http://en.wikipedia.org/wiki/Management" rel="wikipedia" target="_blank" title="Management">management skills</a> with good leadership capabilities. Leadership can be learned. The concept of the 'born leader' is outdated, and leadership can be defined as forms of behavior in terms of skills that can be learned. Leadership development involves changing a candidate's behavior to acquire these skills, and achieve competence in leadership.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Being a good manager is not a prerequisite for a good leader, but neither is it a drawback, and the same person can possess both leadership and management skills. That is because both are learned and not innate in a person's character, so that managers can be developed by their <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" target="_blank" title="Business">businesses</a> or corporations into leaders. In fact, the best managers are also good leaders.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Nevertheless, good leaders have often been found to possess a higher than average drive and more than the normal share of positive qualities. These traits are also frequently found in good managers, although the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Skill" rel="wikipedia" target="_blank" title="Skill">competencies</a> needed for leadership can be taught by means of a well designed leadership development program.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Waiting for a leader to emerge naturally is neither economical nor desirable, and certainly not an effective way of planning the leadership structure of a business. If we take a military example, more leaders come out of a military academy than are promoted on the field by virtue of displaying strong leadership potential.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Good leaders should communicate well with those they are leading. Their thoughts and perceptions can help others to follow them. They should also have a positive and <a class="zem_slink" href="http://en.wikipedia.org/wiki/Confidence" rel="wikipedia" target="_blank" title="Confidence">confident</a> attitude and be able to instill their confidence in others. With that confidence should also come commitment, and leaders should be able to commit to their actions - committing with confidence breeds confidence in others.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">It has also been said that leaders should have high moral standards because people will not follow those they do not respect. Furthermore, good leaders do more than just supervise or manage their teams: they feel a sense of responsibility, and in return the team members know that their leader cares for them and cares for the business. This renders it easier for people to follow rather than be led.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Video: <b>Leadership Development: Employee Success is the Manager's Responsibility</b></span><br />
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<br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Source: <a href="http://www.articlesbase.com/leadership-articles/business-leadership-development-for-managers-2127251.html">articlesbase.com</a></span><br />
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Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com3tag:blogger.com,1999:blog-1890212257134403554.post-56825622204469515262012-08-10T14:48:00.003-04:002012-08-10T14:48:31.519-04:00Leadership Development Process for a Company of Any Kind<div class="separator" style="clear: both; text-align: center;">
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<br /><b><span style="font-family: Arial,Helvetica,sans-serif;">What Should the <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">Leadership Development</a> Process for a Company Be?</span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">It is important to understandleader <a class="zem_slink" href="http://en.wikipedia.org/wiki/Lead_and_follow" rel="wikipedia" target="_blank" title="Lead and follow">follower</a> development <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leadership</a> theories in order to be successful in your business. Is there an at home business with no startup cost? Simply put, NO. However, there is an affordable <a class="zem_slink" href="http://en.wikipedia.org/wiki/Home_business" rel="wikipedia" target="_blank" title="Home business">home based business</a> opportunity solution right here in this article. When first establishing yourself, you MUST understand what is entailed in owning your own homebusiness.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><b><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Leader <a class="zem_slink" href="http://en.wikipedia.org/wiki/Follower" rel="wikipedia" target="_blank" title="Follower">Follower</a> Development Leadership Theories</span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">90% of all new home business owners have absolutely NO leadership skills or experience. Therefore, it is YOUR responsibility to educate yourself. Leader follower development leadership theories prove that you must follow someone that is already successful to be successful yourself. You need a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Mentor" rel="wikipedia" target="_blank" title="Mentor">mentor</a> or coach that has already proven to be fruitful in the biz.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><b><span style="font-family: Arial,Helvetica,sans-serif;">Leadership Development <a class="zem_slink" href="http://en.wikipedia.org/wiki/Training" rel="wikipedia" target="_blank" title="Training">Training</a></span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">An effective mentor or coach will take you on as if you were their child. If you do not flourish, they cannot succeed. Therefore, a clever mentor/coach will provide you with the proper leadership development training so that you grow as a victorious <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" target="_blank" title="Business">business owner</a>. In turn, you will remain loyal to them because they have paved your road to success.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><b><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Leadership Development Process for a Company of Any Kind</span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Before choosing a home business, do your research. What is important to you? Products? Compensation Plan? Bonuses? Once you have decided, look at the leaders within that company. Contact them. Yes – the big dogs. Don't be afraid. Just do it. If they are willing to take you on and are willing to train you, sign up. Make sure that your mentor has a system for marketing <a class="zem_slink" href="http://en.wikipedia.org/wiki/Online_and_offline" rel="wikipedia" target="_blank" title="Online and offline">online and offline</a>. This is REALLY important. A good mixture will guarantee your achievement. Inquire about their tactics and how much they will be involved in your training.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><b><span style="font-family: Arial,Helvetica,sans-serif;">How Will Your Mentor Provide Leadership Development Training?</span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Once you have secured a spot in your desired company, you will be expected to put in a lot of leadership development training. There is a sizable learning curve at first, but soon enough, you will start running your business on autopilot. Your coach will point you in the right direction, but generally, you will need to schedule some time to develop personally each day. This is usually an half hour to an hour and a half each day. There are several ways to accomplish this cheaply or for even for FREE. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><b><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Typical Leadership Development Process</span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">One: There is a library full of information on leadership development training. Two: Usually, your coach will be using a system to market online and there is a ton of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Personal_development" rel="wikipedia" target="_blank" title="Personal development">personal development</a> available in the back offices of those systems (webinars, videos, slideshows, MP4s). Three: There is a little thing out there called the internet. That's right folks, the World-Wide Web. There are 7.5 billion people in existence, and 1.5 BILLION people using the internet. Find your leaders and choose one. Seek them out and contact them. It's up to you. You and ONLY you control your destiny.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><b><span style="font-family: Arial,Helvetica,sans-serif;">Summary: Leadership Development Process for a Company</span></b><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Is there an at home business with no startup cost? No. But, there is an affordable home-based business opportunity solution right here in this article. To summarize, leader follower development leadership theories points out that you must first recognize that you need a mentor/coach to pave your road to success. They will steer you in the right direction and are there so you may mimic what they do. You will then simulate their financial achievement. Your mentor will be there for you to triumph through thick and thin.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Source: <a href="http://www.articlesbase.com/business-articles/leadership-development-process-for-a-company-of-any-kind-3001960.html">articlesbase.com</a></span><br />
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</div>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-79691276764653312572012-08-06T17:41:00.001-04:002012-08-06T17:41:05.585-04:00Effective Mentoring Program for Leadership Development<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial,Helvetica,sans-serif;">How do you retain and prepare your best talent to lead? Mentoring programs are one of the most effective tools in achieving business results. The authors of the book, War on Talent reported, "Of those who have had a highly helpful mentoring experience, 95 percent indicated it motivated them to do their very best, 88 percent said it made them less likely to leave their company, and 97 percent said it contributed to their success at the company."</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Many organizations have discovered providing a <a class="zem_slink" href="http://en.wikipedia.org/wiki/Mentor" rel="wikipedia" target="_blank" title="Mentor">mentor</a> for high performing employees not only helps them settle into their job and company environment, but also contributes to a lower employee turnover rate and greater job satisfaction. </span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">A mentor, basically, is someone who serves as a counselor or guide. Being asked to serve as a mentor is an honor. It indicates the company has faith in the person's abilities and trusts him or her to have a positive impact on the situation. The use of a mentor may be an informal, short-term situation or a more formal, long-term assignment.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">In an informal mentoring program, the mentor usually helps the mentee for a limited period of time. Advice from the mentor may include the most basic of information about everyday routines including tips about "do's and don'ts" not found in the employee manual to helping the employee learn job responsibilities and prepare them for future roles in the organization. A mentor who is available to answer questions and provide leadership development also saves time for the supervisor or manager. In addition, mentees often feel more comfortable asking questions of their mentor than their supervisor. </span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">In a program of this type, mentors often are volunteers. Forcing someone who does not want to serve as a mentor to do so can quickly create problems. Obviously, someone with a negative attitude, who might encourage a new employee to gripe and complain, should not serve as a mentor. </span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">A more formal version of mentoring occurs when an organization appoints a senior manager with extensive knowledge and experience to serve as a mentor to a professional the company feels has excellent potential for growth. The mentor's role usually lasts for an extended period of time.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Effective mentoring programs must have senior level support from the beginning, otherwise it will fail to get the attention and support it needs to become part of the organization's culture. Experience shows the most effective mentoring programs are run by senior level executives, not just the human resources department.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Whether informal or formal, both parties need to understand the parameters. These may be more important in a long-term, formal mentoring situation, but can also influence the success of short-term, informal mentoring.</span><br />
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<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Select the right mentor</b>. Not everyone makes a good mentor. A mentor is someone who is respected, successful and understands the culture of the organization. They must be willing to make a commitment of their time and knowledge.</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Ensure proper pairing and create an emotional bond.</b> It is helpful to conduct a behavioral assessment on both the mentee and mentor. This insures proper matching and helps both parties understand each other's communication styles, strengths and limitations. </span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Establish goals and a purpose.</b> The mentor needs to outline these areas at the beginning. The goals should be in alignment with the strategic plan. Just as important, the protégé should outline their objectives as well.</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>The mentor's role is to coach and advise the men-tee</b>. The mentor does not interfere with the supervisor or manager's decisions. The new employee, while expected to seek the mentor's advice particularly on critical issues, is not bound to accept that advice. </span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Confidentiality is important.</b> Both parties need to feel confident that discussions remain between them--not immediately relayed to a supervisor or manager.</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Decide in advance how you will communicate.</b> Will you have regularly scheduled meetings? Will discussion be face-to-face, over the telephone or even via e-mail? Both parties need to make their preferences known at the beginning and reach an acceptable compromise if they are different.</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b><a class="zem_slink" href="http://en.wikipedia.org/wiki/Debate" rel="wikipedia" target="_blank" title="Debate">Discuss</a> time limits.</b> If the mentoring period has a time limit the mentor should state that at the beginning. </span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Discuss time commitments.</b> Again, this may be more critical for long-term, formal mentoring. The mentor must expect to give the employee adequate time, but the newcomer should not expect excessive amounts. Setting a schedule at the beginning (example: meet once a week the first month, then once a month after that) avoids irritating misunderstandings later.</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Build openness and respect.</b> Both the mentor and the person being mentored need to be open and honest, yet respect the other. A mentor who withholds important information or comments does not contribute to the other person's success. However, such feedback should be delivered with tact and courtesy--and (even if somewhat hurtful) received with an open mind. </span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><b>Establish a professional relationship.</b> The relationship between the mentor and his or her protégé is a professional one, not a personal one. This is particularly important for the mentee to understand.</span></li>
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<span style="font-family: Arial,Helvetica,sans-serif;">Source:</span> <a href="http://www.articlesbase.com/human-resources-articles/effective-mentoring-program-for-leadership-development-2892640.html"><span style="font-family: Arial,Helvetica,sans-serif;">articlesbase.com</span></a><br />
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</div>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com1tag:blogger.com,1999:blog-1890212257134403554.post-74422595437460868272012-08-03T15:43:00.002-04:002012-08-03T15:43:21.118-04:0084% of Companies Report Renewed Focus on Leadership Development, According to CARA Survey<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Arial,Helvetica,sans-serif;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/Fortune_1000" rel="wikipedia" target="_blank" title="Fortune 1000">Fortune 1000</a> <a class="zem_slink" href="http://en.wikipedia.org/wiki/Company" rel="wikipedia" target="_blank" title="Company">companies</a> do not have enough <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership" rel="wikipedia" target="_blank" title="Leadership">leaders</a> coming up through the ranks to fill open and future leadership positions, according to a survey by The CARA Group, Inc., a human performance consulting firm that partners with clients to create customized learning initiatives, including leadership development programs. To remedy the current lack of leadership skills and limited talent pipeline, caused in part by recession cuts to critical leadership programs, the survey reveals there is an emerging renewed commitment to leadership development among companies of all sizes. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">The CARA survey, “The Rising Risk of a Double-Dip Leadership Crisis: A Pulse Survey on Exploring the Increased Focus on <a class="zem_slink" href="http://en.wikipedia.org/wiki/Leadership_development" rel="wikipedia" target="_blank" title="Leadership development">Leadership Development</a>,” also explores how <a class="zem_slink" href="http://en.wikipedia.org/wiki/Business" rel="wikipedia" target="_blank" title="Business">businesses</a> are currently investing in leadership development, where they focus their resources and what critical gaps are emerging in leadership talent. Leadership, organizational development and training executives from Fortune 1000 companies participated in the survey. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">CARA <a class="zem_slink" href="http://en.wikipedia.org/wiki/Vice_president" rel="wikipedia" target="_blank" title="Vice president">Senior Vice President</a> Jane Ehrenstrom said, “The survey results are very promising in that organizations report they are taking necessary steps to quickly correct the current leadership skills gap. We are seeing firsthand that businesses understand the potential consequences of not developing high potential leadership talent. They are meeting the challenge with innovative programs to help cultivate the leaders needed to competitively drive their organizations into the future.”</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Key findings of the 2012 CARA survey include:</span><br />
<ul>
<li><span style="font-family: Arial,Helvetica,sans-serif;">More than half—62% of respondents—say their organizations face a leadership skills gap</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">84% of respondents say their organizations have increased leadership development focus in the last two to three years</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Only 9% percent of respondents say their current leadership development programs are “very effective,” while 56% describe their programs as only “somewhat effective” or “ineffective”</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">The top three most critical skill gaps of leaders-in-training are leading others (54%), managing change (43%) and strategic planning/vision development (40%)</span><span style="font-family: Arial,Helvetica,sans-serif;"> </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;"><a class="zem_slink" href="http://en.wikipedia.org/wiki/E-learning" rel="wikipedia" target="_blank" title="E-learning">Online learning</a> and development (66%) is the number one way companies are leveraging technology in their leadership development programs</span></li>
</ul>
<span style="font-family: Arial,Helvetica,sans-serif;"><a class="zem_slink" href="http://www.michellereid.com/" rel="homepage" target="_blank" title="Michelle Reid">Michelle Reid</a>-Powell, Vice President of <a class="zem_slink" href="http://en.wikipedia.org/wiki/Talent_management" rel="wikipedia" target="_blank" title="Talent management">Talent Management</a> and Organizational Effectiveness for CARA, said, “The survey revealed the need to significantly improve the quality of leadership development programs. Best practices from our client work indicate several ways to improve these programs, including elevating leadership as a differentiator in a company’s strategic plan, aligning leadership development programs with business objectives and strategic business vision, and creating formal mentoring programs. I expect that we’ll see these best practices implemented more widely as companies continue to expand their leadership development programs.”</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">CARA <a class="zem_slink" href="http://en.wikipedia.org/wiki/Surveying" rel="wikipedia" target="_blank" title="Surveying">surveyed</a> a diverse group of industries in the Fortune 1000, with the highest percentage representing the healthcare, insurance, pharmaceuticals and biotech, financial services and telecommunications industries. Companies who participated in the survey ranged from mid-sized companies to global enterprises exceeding $40 billion in revenue, and with employees ranging from less than 1,000 to more than 50,000.</span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">For a copy of the report, please visit: <a href="http://www.caracorp.com/CARA-Pulse-Survey-Report-Q3-2012.php">http://www.caracorp.com/CARA-Pulse-Survey-Report-Q3-2012.php</a>. Click here to request a printed edition of the survey report. </span><br style="font-family: Arial,Helvetica,sans-serif;" /><br style="font-family: Arial,Helvetica,sans-serif;" /><span style="font-family: Arial,Helvetica,sans-serif;">Source: <a href="http://www.businesswire.com/news/home/20120802005992/en/84-Companies-Report-Renewed-Focus-Leadership-Development">businesswire.com</a></span><br />
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<a class="zemanta-pixie-a" href="http://www.zemanta.com/?px" title="Enhanced by Zemanta"><img alt="Enhanced by Zemanta" class="zemanta-pixie-img" src="http://img.zemanta.com/zemified_e.png?x-id=6899e578-ca0d-4af4-8b63-869db7416862" style="border: none; float: right;" /></a></div>Gilberto Galeahttp://www.blogger.com/profile/14070280195041521007noreply@blogger.com0