Here’s and article written for Inc, by writer and activist Melanie Curtin. At Thought Patrol we are into honouring and respecting every individual and helping all, be the best they can be. As a leader this manifests in a desire to create a cuture of honour and a sense of purpose, whilst serving the greater good. Or as we like to say, “reframe leadership and humanise the workplace”. So when we saw Benjamin’s quote it really resonated as only a super simple but highly impactful question could.
Marcel Schwantes is a speaker, executive coach, podcaster, and syndicated columnist drawing over a million readers per month worldwide to his thought-leadership. @MarcelSchwantes He is one of our favourite writers here at Thought Patrol. Marcel has taken some robust Harvard research and challenges our perception of successful leadership. We believe vulnerability, transparency and authenticity go a long way to creating effective leadership. This research and Marcel’s article seems to conform this thinking.
Here are the simple routines 20 executives say helped them get where they are today. Written by Christina DesMarais, for Inc. At Thought Patrol we often look at the big picture; leadership, culture and strategy. Today we take a look at the little things that can make a big difference. We like Christina’s collection of insights, tricks and habits; we may even try to put a few into practice ourselves….enjoy, oh and why not pick a couple for yourself? It all helps.
Thought Patrol Comment: As leaders we all face the problem of dealing with negative team members. Here’s some practical ways you can address this in a way that aligns with a good culture and positive engagement principles.
Find me a company where people love their work, and I’ll show you those same people willingly and enthusiastically following their leaders to achieve excellence. There is an intrinsic causal relationship between great leadership, engagement and productivity. If you have low productivity, look to your leaders! We really like the way Marcel Shwantes, @MarcelShwantes thinks and writes. This article from Inc is no exception.
Likability is one of the most important traits of any leader. But it doesn’t mean being a pushover. Often, the leaders who are the most likable produce the best results, and are driven and passionate. People respect the high standard that they set for themselves and their organizations. To be likeable, leaders need to be the kind of person that they would like themselves. Ken Goswell is the CEO of the CXP – CEO Experience. His mission is to provide resources to leaders who desire to learn fast to lead further. Here is is take on how leaders can be likeable from Forbes.com
Honoured to be interviewed by Asia Pacific Associate Editor, for Entrepreneur.com Aashika Jain. In this article I cover what makes a good leader and why culture is so important. Enjoy!
Great Leaders Only Serve Their Teams says This Leadership Advisor You are only as good as the people around you, says Mark Bilton. Leading 40 countries as the Group Managing Director of one of the most popular coffee chains in the world is no cake walk. When it comes to culture, strategy and transformational change, Mark Bilton raises his hand as among the best in the world.
Beginning in 2008, Google researchers wanted to understand what makes a manager great at Google. Google sought to identify the common threads among Google’s highest performing managers. Based on internal research, Google then applied its findings to its manager development programs. Over time, Google found that by publicizing and training managers on these central principles, Google experienced improved team outcomes such as turnover, satisfaction and performance. Zack Friedman is Founder & CEO of Make Lemonade, a personal finance comparison site, here is his take on what works for Google.
The word authenticity is derived from the same Greek word as author. Becoming an authentic leader requires day-to-day focus and lifelong commitment to self-discovery. Many executive coaching programs seem to emphasize personality more than character. People are often coached on how to act instead of how to be. This charm school approach produces only superficial, short-term results. With sufficient stress, all the old patterns usually return.