TanveerNaseer.com

Leadership Coach, Speaker, and Writer

Got Leadership Vertigo? Get Vulnerable

vulnerability-leadership-vertigo

Continuing the month-long celebration of the release of my first leadership book (which will be available in bookstores and through online retailers), “Leadership Vertigo”, I’m delighted to welcome best-selling author, leadership researcher, and former Oracle executive Liz Wiseman. In this special guest piece written for this celebratory leadership series, Liz looks at how making ourselves vulnerable can help us to build our competency, which is the 2nd leadership principle found in the book.

Liz, thanks for sharing insights from your upcoming book with my readers. I’m truly grateful for all the support and guidance you gave me as I took my steps forward to join in among the ranks as a leadership author. It really means a lot and helped me greatly. (Thanks also, Liz, for the great idea for the next episode of my leadership podcast show, “Leadership Biz Cafe”, that will be released on my blog in three weeks. I’m sure my listeners are going to love it).

* * * * *

Becoming a great leader requires us to understand how our best intentions can be received differently by the people we lead and often backfire. Reinhold Niebuhr, the American theologian said, “All human sin seems so much worse in its consequences than in its intentions.” While leaders view their own leadership through the lens of their good intentions, their staff perceives that same behavior only by its consequences.

Max Brown and Tanveer Naseer refer to this gap as leadership vertigo. Understanding and closing this gap requires leaders to be willing to learn and understand how our natural tendencies can take us down the wrong path. And real learning only happens when leaders get vulnerable and open up.

Several years ago I was working with a management team in the United Arab Emirates, helping them becoming Multipliers – leaders who bring out the best ideas and work from their teams. We explored the idea that, despite having the very best of intentions, leaders can accidentally have a diminishing impact on the people they lead.

The group was delightfully engaged and enjoying the session. I asked each person to Click here to continue reading »

The 3 Things Leaders Must Do To Build Meaningful Communities

Building-communities-leadership-vertigo

Last week, I shared the news of a special, month-long leadership series here on my blog to celebrate the release of my first leadership book, “Leadership Vertigo” (to learn more about the book and the numerous book retailers where you can buy a copy, click here to check out the book page on my website).

To kick-start this special celebratory leadership series, I’m delighted and honoured to welcome Doug Conant, Chairman of Avon Products and retired CEO and President of the Campbell Soup Company. In this special guest piece written for this celebratory leadership series, Doug shares his insights and experiences with the 1st leadership principle discussed in the book, “Build Community” and how it can help leaders to ensure they are helping their employees to succeed and grow. 

Doug, it’s my honour and pleasure to have you start off this celebration on my blog. I’m grateful and humbled by how generous and supportive you’ve been of my writings and insights on leadership, as well as of this initiative on my blog to help leaders become the kind of leader their employees need them to be.

* * * * *

“If we’re all facing the same issues of having fewer resources and less time to do things, if we’re all aware of the increasing demands from our employees for our time and attention, why is it that some of us are able to meet these expectations while the rest of us are missing the mark?” – From Leadership Vertigo by Tanveer Naseer and S. Max Brown

Have you ever set a concrete goal and worked tirelessly towards reaching it, only to realize you haven’t quite hit your target? If so, you’re not alone.

In their new book, Leadership Vertigo, Tanveer Naseer and S. Max Brown explore the elusive space between leaders’ best intentions and their actual actions. Many leaders have an aspirational mission that drives their work but fall short when it comes to actually reaching their goals in a sustainable way. Or worse, they may delude themselves that things are on track only to be faced with the sobering reality that they are missing the mark.

In their book, Naseer and Brown endeavor to help leaders entrenched in this counterproductive “leadership vertigo.” By identifying 4 key “pillars” of success, the book helps leaders mired in adversity to recalibrate and achieve enduring success.

When Tanveer approached me to talk about their first “pillar”, Build Community, I was happy to share my experiences as CEO of Campbell Soup Company, and to help answer this trenchant leadership question: Click here to continue reading »

Leadership Vertigo – Understanding Why Leaders Go Off Course

Leadership Vertigo - Tanveer Naseer 1st leadership book

When you write about leadership for a number of years, and especially when you receive numerous awards and recognitions for your writings and insights on leadership, it’s only natural that one of the questions you’re often asked is ‘when are you going to write a book?’ This has certainly been the case on my end – in fact, I recall one conversation I had with a friend of mine almost a year ago where in an off-the-cuff moment, he said “Tanveer, you know you have a book in you, right?”

To see such interest and demand for my writings in this larger format has certainly been gratifying, all the more so now that I have this very special news to announce (something I’m sure will put a big smile on my friend’s face, if not also hearing him say ‘I knew it!’).

Given how this blog and its readers have been the key driving force behind this pursuit, it’s only natural for me to announce here publicly the news of the release of my first leadership book, “Leadership Vertigo: Why Even the Best Leaders Go Off Course and How They Can Get Back On Track”.

To learn more about where you can pre-order or purchase this book online – both for my Canadian/US readers, as well as those outside North America – please check out this brand new leadership book page I created on my website. On this information page, you’ll not only find links to buy my book at some of the major online retailers, but you can also read some of the wonderful and generous advance praise my book has received.

Of course, when you tell people you have a book coming out, a new common question arises – what’s your book about? In this piece, I’d like to share with you the answer to that question.

What is Leadership Vertigo?

When I’ve told my inner circle of friends and colleagues the name of my new leadership book, naturally, the first question I get asked is “what is leadership vertigo?”. To answer this succinctly (you can get the more detailed answer in the book), leadership vertigo refers to the gap in perception between how we view our leadership and how those we lead experience it. Click here to continue reading »

How To Promote Continuous Learning In Your Organization

Leadership continuous learning environment

“The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.”

– William Arthur Ward

When it comes to effectively leading teams and organizations in today’s fast-paced, 24/7 global economy, it’s becoming more and more evident that the days of command-and-control leadership are well behind us. That – to paraphrase the quote above – organizations need leaders who don’t just explain or demonstrate the relevance of their vision to those they lead. Rather, what organizations require are leaders who can inspire employees to commit themselves wholeheartedly to making this vision a reality.

It’s a recurring theme found in some of the talks I’ve given this year, going from my keynote speech given at a leadership conference in Chicago last month to my next presentation in Utah in September: that as leaders, we need to do more than simply paint grand visions of the future; we also have to provide an environment where our employees can see the opportunity to grow, evolve, and help build the kind of future that they want to be a part of.

As I prepare for my talk next month on how leaders can help their organizations to shift from relying solely on training programs to promoting a continuous learning environment, I’d like to share the following 3 measures to provide some insights on how you can do the same in your organization.

1. Encourage your employees to challenge their assumptions
One of the first things we have to do to promote continuous learning in our organization is to encourage our employees to challenge their assumptions of their capabilities as well as of what’s possible. To understand the importance of this step to creating a continuous learning environment, we need to first understand how our brain performs tasks.

When our brain performs tasks or makes decisions, it not only taps into the Click here to continue reading »

One CEO’s Reflections On Measuring Impact And Purpose

Measuring-leadership-impact

The following is a guest piece by Daniel Patrick Forrester.

Over the last ten years I have seen a movement happening within for-profit organizations. They are moving towards including a social impact agenda within their purpose as a company. Which is groundbreaking for society! I can think of no greater time in history to advance our society then by for-profit social impact investing.

For- profit organizations are reflecting upon their current value proposition and looking to dig deeper by bringing meaning into the workplace and world. They are seeking to answer the questions, “why do we exist?” and “does our presence in the world mean something beyond our establishment?”

For-profit leaders looking to develop an advantageous social impact strategy should simply turn towards looking at successful non-for-profits for guidance. The space between data and meaning is a constant battle for organizations of all size to measure.

One differentiator I see in purpose driven non-profit organizations is they are excellent at stepping back and measuring the value of impact. Data is great, but it’s not the “end-all be-all” in measuring impact.

In my experience, impact is frequently understated within organizations; it often Click here to continue reading »

« Older EntriesNewer Entries »