TanveerNaseer.com

Leadership Coach, Speaker, and Writer

Leadership Infrastructure – A Prerequisite To Mightiness

Leadership-infrastructure

The following is a guest piece by Robert Sher.

As a society, our physical infrastructure consists of the structures that support us: roads, bridges, water pipes and pumps, sewers and generators, cellular towers, and the acres of servers and miles of wires that give us the Internet. These structures sustain us, delivering what we need to survive and thrive. They are interconnected. They are necessary. Without them, we’re back in the seventeenth century. We’re craftspeople and farmers.

In business, leadership infrastructure is the sum total of all the management systems, processes, leadership teams, skill sets, and disciplines that enable companies to grow from small operations into midsized or large firms.

Leadership infrastructure is every bit as real as roads and bridges, electrical grids, and the Internet. Without them, we’re Mom and Pop, and that’s all we ever will be, no matter how much cash flow we generate.

Without leadership infrastructure, growing companies can be victimized by Click here to continue reading »”Leadership Infrastructure – A Prerequisite To Mightiness”

How Leaders Promote Collaborative Environment

Promoting-collaboration-through-leadership

When it comes to thriving in today’s fast-changing, interconnected global economy, one of the attributes of organizational success that often comes up is ensuring that we promote greater collaboration among the various teams and departments within our workplace.

Indeed, the ability to foster collaboration in your organization has become a critical leadership competency as technological, process-driven differentiators give way to people-centric ones in today’s knowledge-based global economy.

Unfortunately, while leaders may state that they want to engender a more collaborative environment in their organization, they don’t realize how often own actions are actually serving to stifle collaboration, promote the growth of silos, and ultimately hindering their organization’s ability to innovate or incur any real forward momentum.

Time and time again, I’ve met with leaders who are eager to champion collaboration among their different teams and departments, but who unknowingly create or reinforce barriers that prevent their employees from challenging their assumptions or beliefs of how things can be done.

Although in some cases, the actions and behaviours are specific to a particular situation, there are nonetheless some common missteps these leaders share which have only served to impede collaboration among their employees.

To address and prevent these common mistakes from happening in your organization, I’d like to share the following four measures that leaders should take to ensure that they’re creating an environment where employees are compelled to dedicate their discretionary efforts to the shared purpose of their organization.

1. Define at the start what to expect from one another
At the start of any new initiative – whether it’s the development of a new product or service line, a change initiative to improve things, or coming up with an action plan to address a current crisis, there’s the natural and understandable tendency for all involved parties to Click here to continue reading »”How Leaders Promote Collaborative Environment”

Will This Be The Year Leaders Put Employees First?

Leadership-putting-employees-first

As we approach the end of the first month of this new year, many of us are now well under way in implementing our plans and strategies to achieve the goals we’ve mapped out for the next 11 months. In terms of what leaders view as their top goals to achieve this year, a new study reveals some interesting opportunities, and with it, some key obstacles leaders will need to address if they are to help their organization move forward.

In the CEO Challenge 2014 study carried out by The Conference Board, CEOs and presidents from over 1 000 organizations around the world were asked to identify what they saw as the top challenges for their organization. While it wasn’t surprising to see innovation and customer relationships being included in the top 5 challenges, the study’s most revealing finding is how the top challenge for leaders worldwide was Human Capital – namely, how to engage, retain, manage and develop their employees.

In other words, leaders in every region of the world recognize that their employees are the defining factor both for their organization’s ability to achieve their goals this year, and as well as for their overall long-term success. As Rebecca Ray, Senior Vice President, Human Capital at The Conference Board, and co-author of this study points out:

“This emphasis on people-related issues makes perfect sense in a still-uncertain economy. Building a culture that supports engagement, employee training, leadership development, and high performance is something companies can control, and can mean the difference between growing market share and simply surviving in 2014. Moreover, if the focus of individual companies is sustained, Human Capital may well be the engine that revives economic growth.”

This is certainly encouraging news, as it reflects a growing shift from the survivalist/just treading water mindset to one that seeks opportunities for development and growth. However, we do have to be mindful of Click here to continue reading »”Will This Be The Year Leaders Put Employees First?”

What Does It Take To Be A Connected Leader?

Attributes of a connected leader

The following is a guest piece by Dan Pontefract.

The Italian town of Pisa is an interesting place full of contrasts. The tower, of course, has been leaning amongst a sea of straight buildings in the Piazza del Duomo that includes tall Tuscan evergreens as well as columns that have adorned the Duomo, Baptistery and Campo Santo for several hundred years.

Fine art in the various buildings is starkly opposed a gaggle of immigrants trying to make a buck by hocking souvenir trinkets of miniature ‘Leaning Tower of Pisa’ replicas, Holy rosaries, fake leather bags and sunglasses. It really is beauty and the beast.

Tourists themselves parade mightily with cameras in hand amongst the old Romanesque walls gazing at this architectural wonderment whereas local Italians look on rather ambivalently to the surroundings, barely noticing the beatific stone marvels nestled amongst them.

It’s this recognition of contrast in Pisa where we must take pause and articulate a set of leadership attributes that embody contrast. I suggest there are fifteen Connected Leader Attributes necessary to invoke ‘Flat Army’ across a team and organization; where there is rigidity there must be flexibility and where there is give there must be take. Where there is the need to drive business there is the need to understand and work with people.

The Connected Leader in the Flat Army model can be thought of as Click here to continue reading »”What Does It Take To Be A Connected Leader?”

How Courageous Leaders Address Fear In The Workplace

Leader facing workplace fear

In the face of continual change and uncertainty in the global economy – not to mention the increasingly myopic focus on short-term gains at the expense of understanding the long-term context – fear in the workplace has become a long-term affliction as evidenced in study after study showing increasing levels of stress paired with falling engagement levels in today’s work environments.

Not surprisingly, such conditions naturally lead to calls for courageous leaders to step forward to help guide us through the storm and back into calmer waters. Unfortunately, when it comes to courage in leadership, we often have a wrong impression of what that means.

When it comes to courageous leadership, the image that often comes to mind is of a leader who is not just assertive in the face of uncertainty, but who also exudes a sense of fearlessness regarding the situation before them. And yet, the reality is that courage in leadership is not about the absence of fear. Rather, it’s about learning to manage one’s fear in order to do the work and make the decisions that need to be made.

Of course, the ability to exhibit courage in our leadership is not something that is limited to a select few that breathe rarefied air. Indeed, each of us have the capacity to be courageous leaders by implementing the following steps: Click here to continue reading »”How Courageous Leaders Address Fear In The Workplace”

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