Ask yourself this question. Am I the leader I started out wanting to become? Why not? What changed? Character as it relates to leadership has taken on a particular interest for several years. An overwhelming desire to live a life of ethical consistency appears to prevail on the most passionate leaders who deign to merge passion with consistency.
Ken Blanchard speaks on leadership. As an organization face the urgency for change to remain competitive, they generally cut costs, develop new products, become more efficient or improve quality. This often compels to transform as well. With 72% of change programs failing, the culture will likely go unscathed as belief systems are more difficult to change than policies. However, because a new way of doing things requires a new way of thinking, especially from the leaders and organization the initiative will have merely minuscule results if any.
That work ethic has caused me to appreciate people who took such personal responsibility to turn their lives inside out to become so much more when they started out with so little. Which is why I become bereft when I see people from many organizations placate their insecurities by demeaning colleagues and employees whose abilities and ambitions exceed their own.
How to transform people and achieve business outcomes is a trait of a true leader. However, working on one’s personal persona rather the public persona is what makes one legendary. Your task for your employees is the same as for yourself, to become more effective, authentic individuals and leaders. One must:
Authentic leadership requires establishing a genuine connection with people. Most certainly not dictatorial stances incumbent of keeping them in their places. A form of hierarchal control prevalent in low achieving ..
Authentic leadership consists of inherent tensions: You must remain true to who you are and at the same time adapt or conform to a situation all the while thinking about your worker’s needs. You must decide what's special about you that works with others. What core values compels you? How have your life experiences shaped you? What strengths differentiate you? What weaknesses
Our research indicates turnover among your least effective people is generally healthy for a company. This is true when you have excluded new people from your productivity assessment. Even if your lowest performers
A helpful discipline for leaders is to create periods of reflection, asking themselves and others, "Is this the only method we can see to solve the situation? What could we be missing? " When faced with deadlines this is critical to achieving successful results of teambuilding.
Yes, it really is the fault of management. Your attrition rate is high. You are losing competitive advantage. In meetings, the only people to speak up are the usuals. You know them. You lose money due to lack of employee engagement that leads to dismal customer service ratios .... but alas, you don't care. Hear that knock?
As author Gary Hamel noted, "The bottleneck is at the head of the bottle." That is where the potential of an organization is slowed. Where customer and employee promises are miscommunicated.