wow leadership

#leadershipchat #leadership #tchat #leadchange @GreatLeadership (Dan McCarthy) delivered a really powerful post on xmas eve. What an inspiration !

Dan speaks from the heart, and makes himself vulnerable by opening up in a very candid fashion on some of his personal learnings in 2010, emphasizing that there’s so many things to learn ‘bout leadership development.

Dan is an experienced expert in the field of leadership development with more than 20 years under his belt. I believe he sets an outstanding example of what everyone would like to see in every leader: humility and curiosity.

Dan also offers personal insights on things he would like to learn more ‘bout in 2011. Priceless.

Thanks Dan for your openess, and for allowing us to tap into your experience and insight to allow us to advance our own thinking and growth. Look forward to learn more from you in 2011.

(Source: greatleadershipbydan.com)

#leadbiz #leadership @TedCoine is one of my favorite must-stops on twitter and the web. In today’s post, he challenges some working assumptions, one where people will at times hide being their job descriptions. What does this do? It certaintly fosters disalignment and mistrust and countless other unproductive behaviours.

Leaders have to model exceptionnal behaviours, but employees also have to come engaged and committed. I vouch for mutual responsibility.

I’ve left a reply below on Ted’s blog. I go further as you’ll see.

Reply:

Challenging typical working assumptions Ted? Great comments. It’s really unfortunate to find so many such examples, and I agree with your proposed solution that culture and values can play a significant role in modelling the good type of behaviours. You also speak to alignment on key objectives, with is a key ingredient to foster lasting engagement across orgs.  I would go further and ask: how many C-suite leaders foster true vulnerability and authenticity? Leading, I find, is something that has to do more with the heart. I argue that the behaviours you refer to will appear more in a “command and control” env. One where Open Leadership trives, people build strong relationships founded on being vulnerable, learning from failures, and being authentic ‘bout the whole thing (not trying to hide behind wishy-washy comments). Nuff said !

(Source: savvycapitalist.blogspot.com)

Here’s a reply below I left on Kate Nasser’s blog. Kate is known as the People-Skills Coach. She’s asking today whether leaders really promote on People Skills.

My reply challenges that notion, that managers should first look within when promoting. In a nutshell: if managers do not lead by example, people will leave.

My reply:

“Thx for initiating the conversation Kate ! Based on my own experience, I would say the best managers I have had were very good teachers and mentors. It is often a very lonely place to be in a formal leading position, and people will rarely make themselves vulnerable in a culture where there’s so much emphasis placed on excellence and success. In this context, failure will often be considered as failure, rather than a learning opportunity. Great managers hence teachers and mentors will recognize that leading comes from within, and is experiential = drawn from work and life experiences, and an ability to experiment and learn from failures. I’m tempted to turn your question around and ask: what advice would you give to managers to attract, nurture and develop talent and shining stars? Rather than look to the best staff to promote, managers should look within and ask whether they foster a path and an environment of excellence and innovation. You want people to lead by example and be your best brand ambassadors. If you’re not leading by example, people can decide to go elsewhere. On your question, I would say “humility” is what matters most for me. Helping others, communicating and sharing. Being humbled by the task and opportunity to change and transform something.

(Source: katenasser.com)

Robin Sharma is the bestselling author of “The Leader Who Had No Title:  A Modern Fable on Real Success in Business and Life.” In his December 27, 2010, post, he offers 73 best business and success lessons. 

My favorite: #30. Go where no one’s gone and leave a trail of excellence behind you. 

(Source: robinsharma.com)

#leadership #leadbiz #leadchange

In this 3-blog conversation series, @Leadershipfreak speaks and reflects on Charlene Li’s book entitled “Open Leadership: How Social Technology Can Transform the Way You Lead, begins with, Why Giving Up Control Is Inevitable.”

Dan Rockwell @Leadershipfreak offers simple and grounded yet profound and resonating advice on an array of leadership topics. He has become one of my favorite “must-stops” in my daily musings in the social media stratosphere.

On Charlene Li’s book, he emphasizes the following principles: being open (learn, engage in true dialogues, provide support, and innovate); respect and build trust; nurture curiosity and humility; and being able to deal with and master failure.

(Source: leadershipfreak.wordpress.com)

In a post xmas mode, I did yesterday what many of us do, which is run after sales, grabbing good deals.

Entered 2 stores and had 2 completely different reactions from employees when looking for help. In 1st store, employee said he ‘wasn’t wearing a black shirt’, so wasn’t assigned to help in the department I was in. I then asked a supervisor for help, the person replied ‘I don’t work on the floor’. The supervisor then proceeded to call for help, who came? The guy ‘not wearing the black shirt’. He then asked me what he could do to help. I looked at him and the supervisor going ‘oh, my god, am I day dreaming?’ In 2nd store, one employee was working in storage, but took the time to help and even walked with us to find the product we where looking for. I was amazed by the level of engagement and service this person displayed.

Bottom-line: leading by example is so important, and going beyond the call of duty translates in super star service, respect and trust. I think it’s worth a million.

On “Being the Boss: the 3 Imperatives for Becoming a Great Leader”, upcoming book (January 11, 2011) by Linda A. Hill and Kent Lineback 

Hill and Lineback speak to three key imperatives: to manage yourself, your network, and your team.

They emphasize the importance of constantly working on ourselves, as becoming a great leader is a journey of years driven by personal experience, learning and change.

As the authors note, “leadership is using yourself as an instrument to get things done, so it is about self-development”, and constantly looking for ways to improve.  Not understanding or fully appreciating this may translate in likely “pauses” and loss of hope.

“Progress will come from trying and learning, observing and interacting with others, experimenting, and sometimes pushing yourself beyond the bounds of comfort”.  Above all, the journey is about taking responsibility for our own growth.

(Source: hbr.org)