TanveerNaseer.com

Leadership Coach, Speaker, and Writer

Are You Giving The Right Message With Your Leadership?

When it comes to praise, it's not just how often leaders give it, but also what kind. Discover how this difference can help to empower your employees.

A few weeks ago, my friend Whitney Johnson wrote a piece around perceptual biases that was inspired by something her daughter experienced in school one day. As Whitney describes in her piece, her daughter gave a presentation in one of her classes, a presentation she had spent much time and effort researching and practising. After she was done, her teacher commented “that was pretty good.”

Soon after, one of her male classmates stood up to give his presentation. From her daughter’s perspective, this classmate’s presentation was a lot less organized and he wasn’t as articulate. But when he finished his presentation, the teacher remarked “Great job”.

Reading about the experience Whitney’s daughter had at her school reminded me of a study done by researchers at the University of Chicago and Stanford University which found that while parents give an equal amount of praise to both girls and boys, they differ significantly in the type of praise they provide based on the gender of their child.

What the researchers found was that parents were more likely to praise a boy for his efforts or actions (“you really worked hard on that”) while girls were praised more in terms of who they are (“you’re so smart”).

The researchers found that this discrepancy in giving girls more what they call “person praise” over “process praise” leaves them vulnerable to thinking that if they don’t do well on a test or on an assignment, it’s a reflection more of the limits of their intelligence or abilities than on the level of effort they needed to give in order to succeed.

Although this study – and what Whitney’s daughter experienced at school – reveal some of the biases that both men and women demonstrate towards girls, and its impact on how girls view their accomplishments, I’d like to pivot here and focus on what this reveals about the way we communicate and in particular, what messages we’re really imparting to those we lead.

One thing that’s abundantly clear from the various studies on employee engagement and organizational success is that today’s leaders need to Click here to continue reading »

How To Better Support Introverts In Today’s Workplaces

How leaders can help support introverted employees in today's workplaces featuring insights from McGill management professor Karl Moore.

The following is a guest contribution from Kate Rodriguez on behalf of The Economist Executive Education Navigator.

One of the hottest themes in management and leadership today is the importance of understanding the introvert at work.

The idea that workplaces reward extroverts has been around for a while. Discussions on the differences between those with outward-looking personalities (extroverts) versus those with inward tendencies (introverts) has been around for years – the concept was introduced by psychiatrist Carl Jung in 1921 – but it has reached fever pitch since the 2012 release of the book “Quiet” by Susan Cain, which asserts that introverts are dramatically undervalued and organisations suffer as a result.

Research points out that while nearly half the population is introverted, extroverts hold the majority of leadership roles. “The research I’ve done shows that about 25 to 30 percent of CEOs are introverts,” explains Karl Moore, associate professor of strategy and organization at Desautels Faculty of Management at McGill University. This indicates there are also a Click here to continue reading »

Don’t Settle For Being A Good Leader. Be A Real Leader

What-it-takes-to-be-real-leader

The following is a guest piece by former Primerica co-CEO John Addison.

If you look around the world today, you’ll notice something is lacking: real leadership. That’s not a political statement; it’s an across the board statement. You see it every time a corporate CEO gets indicted, or a teacher gets arrested for inappropriate relationships with students and yes, you see it when politicians start behaving badly.

Real leadership is our most scarce commodity, much more so than oil, land or cash, and it’s one we need to focus on growing and preserving in order to improve things now and for future generations.

In my book, “Real Leadership”, I share the nine principles I learned during my almost three decades rising through the leadership ranks at Primerica. They are common sense, doable leadership principles anyone, regardless of their leadership title (or lack of) can easily implement but tend to overlook. The time to stop overlooking them and change the tide of leadership is now. Click here to continue reading »

Where Do We Go Next After We Succeed?

Secret to enduring success in leadership

So you achieved that long sought-after success at work – great! Everyone is cheering you on, applauding your success while you enjoy your time in the limelight.

But as time moves on, your colleagues start to focus on other matters and that success that garnered you all those accolades and praise slowly dims, leaving you with one uncomfortable and glaring question – what do I do now?

It’s the part of process of achieving success that we don’t often talk about, mostly because the focus tends to be on how we can be successful without any real honest examination of what do we do when we actually achieve it.

Understandably, part of the reason for that is that success – especially when it’s a public or life-changing moment – is often seen as being the pinnacle of our journey, leaving us with no where to go but down.

A great example of that is when actors win an Academy Award in the early stages of their career. Although life-changing, it also seems to limit their future successes, as many of them go off to make films that are not as critically acclaimed or commercially successful as the one that won them the Oscar. Given their limited body of work, it wouldn’t be surprising to find out that many of them went from being seen as rising stars to potential has-beens.

Fortunately, for most of us, our successes are not as character or career-defining, but that doesn’t necessarily free us from the expectations those around us might have about what we will do next or what achievement we will next attain.

It’s an idea that came to mind after seeing the overwhelming response to the piece I wrote last week about the power of expectations.

As a writer, you’re not always sure what ideas or insights will resonate the most with your readers. So when you see a piece of yours getting the attention like my last piece did – where it not only became the headline article for the Wednesday edition of SmartBrief on Leadership, but it was also featured in numerous other industry newsletters and leadership blogs – it’s hard not to feel like you succeeded in capturing lightning in a bottle.

Of course, as was the case with past articles I wrote which also captured the interest of so many and lead to dozens of new blog subscribers and new readers, it also gave rise to thoughts about how do we match that success. And even how can we surpass it.

There’s no question that this line of thought can leave you facing a daunting dilemma, if not a crisis of Click here to continue reading »

Understanding The Power Of Expectations

Leadership expectations and employee potential

A few weeks ago, my oldest daughter and I were watching one of our favourite dramas when a scene came along that spurred on a conversation about leadership and the expectations we have about those we work for.

The scene in question revolved around one of the main characters who in his new job as a sous-chef had spent the past few days cutting over 40 pounds of potatoes into paper-thin slices. When the head chef – the main character’s boss – walks into the kitchen, the sous-chef points to the heaping bowl of potato slices on his station and tells the head chef he’s completed his task.

The head chef takes a quick look at the potato slices and tells his sous-chef that it looks like he finally got the hang of it near the end. The head chef then takes the large bowl of potato slices and tosses them in the garbage.

As his sous-chef starts to blurt out his exasperation at seeing days of his work being tossed away, the head chef pulls him over to another cutting board and takes out an odd looking vegetable. He then tells his sous-chef to slice the vegetable using the same technique he used with the potatoes.

After making a few paper-thin slices, the head chef picks up a slice and tells his sous-chef that the odd-looking vegetable is a white truffle that goes for over $1000.00/pound.

The head chef then tells his sous-chef that cooking is an art – that to succeed at it, you need more than dedication and precision, you need something innate; something he sees in his new sous-chef. And that’s why he wanted his sous-chef to cut all those potatoes – so he could develop his innate skills in order to better learn the techniques involved in classic culinary prep work.

After seeing the interplay between this boss and his new employee, my daughter – who for the past few weeks has been sending out resumes for summer job positions – looked at me and said ‘I want to work for a boss like that’.

Her reaction was not surprising – after all, who wouldn’t want to work for a boss who recognizes our innate potential and provides us with the guidance and support to help develop that potential?

Unfortunately, I met my daughter’s hopeful enthusiasm with a discouraging reply, pointing out how it’s a rare occurrence to work for a boss who encourages the growth of their employees.

Now granted, it is important to provide children with a realistic world-view of what’s awaiting them out there in the real world. And yet, at the same time, I realized that this conversation shines a light on the bigger issue of Click here to continue reading »

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