Jeff Boss is a contributor to Forbes; here he talks us through the seemingly soft-side of effective leadership. Jeff is a leadership team coach, author of Navigating Chaos: How To Find Certainty in Uncertain Situations and host of the weekly podcast Shut Up And Show Up: Forging Elite Teams. We like his take on this often underrated aspect of being an effective leader.
Lesha Reese helps leaders through coaching to step into their authentic leadership to better serve and support their teams. Here writing for Forbes she challenges and asks the burn question, Can you still have a Why in a large corporate?
The experience of waking up every morning and going to work in a way that feels in complete alignment with your soul and your authentic self sounds like a dream to most. In many ways, it’s the ultimate goal. This idea has been gaining momentum, especially in recent years with the growing popularity and relatability of thought leader Simon Sinek, who has given much-needed life to the concept of finding and living our why. He gives voice to an idea that resonates deeply and plants the seeds of possibility within ourselves.
Jack Zenger is the CEO of Zenger/Folkman, a strengths-based leadership development firm. He is the author and co-author of 13 books including including How To Be Exceptional: Drive Leadership Success by Magnifying Your Strengths. Here (originally in Forbes), he shares his insights on the value of “Peer Consulting”. How much of your talent and ability do you believe your current organization uses? For the past 50 years I have asked this question of groups of executives and managers—and the average response over the past 50 years has been amazingly consistent.
In management theory, certain concepts from yesteryear no longer hold true. Like, for example, the idea that people must be driven to perform. Writing here for Inc, Marcel Schwantes, Principal and founder of Leadership From the Core gives his take own the upside nature of empowered leadership.
Over the years, I’ve learned that driving people (as if they were cattle or cars, steering them wherever we want them to go) no longer holds a favorable place in collaborative work cultures.
This story is about three things: dress codes, leadership and common sense. When I was a CEO I used the same mechanism and believe me it is highly effective; you can’t talk about empowerment and decision making if you’re still telling people how to dress in the morning. If they are good enough to work for you they can probably work that out! Here is Bill Murphy Jr, executive editor of operations, Some Spider, and founder, ProGhostwriters.com’s take on the issue. (Origanally appraered in Inc.com. It’s about a $62 billion company with roots going back 100 years–the kind of giant, legacy organization you might think would get bogged down with bureaucratic minutiae. And it’s about how it wound up with a dress code running only two words long.
We’ve all heard before that change is the only constant in life. Well one of the biggest jobs of a leader is to navigate their team through change. Whether your leadership style is servant-, relationship-, participatory-, or transformational- based (or a combination) leading others to actionable results is an unwieldy task. There is a big gap between pronouncing that change is needed and then actually affecting change. What’s involved? What mindsets are required? Natalie Nixon Principal of Figure 8 Thinking, LLC writing here for Inc.com, asked 6 leaders with a diverse range of leadership styles their perspective on what it takes for a leader to affect change. Here below are their thoughts.
There are probably dozens of traits that come to mind when you think of what sets great leaders apart from the rest of the pack. But one of the most important things that every great leader understands–something that other might miss–is the importance of having adequate emotional reserves when you show up at the office every day. Jim Schleckser CEO, Inc. CEO Project talks us through why CEOs need to have buffers to handle the ups and downs of business.
Benjamin P. Hardy is a contributor, for Inc.com. here he asks some pertinent questions about your leadership potential. Are you unstoppable or average? Do you get derailed by prior success? Are you thinking linearly or exponentially? In short what are the things unstoppable people do compared to the rest of us; Do you do these 10 things?
1. Don’t get crushed by success.
“Success can become a catalyst for failure.” – Greg McKeown