Tanveer Naseer

Leadership Coach, Speaker, and Writer

Stop Aspiring To Lead And Start Leading By Giving Support

For organizations to succeed, leaders need to learn how to provide better support for their employees. Learn where to begin with this piece.
The following is a guest piece by Inc. columnist and NYU Adjunct Professor Joshua Spodek
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People who aspire to lead look upward in a hierarchy to find power and authority they can grab onto to pull themselves up. That’s why they’re still aspiring and not leading. People above them can sense their craving, which they can motivate them with, which makes them followers, not leaders.

Great, effective leaders support people, which means not looking up but looking around at people at all levels. Supporting people attracts them to your team. Support creates loyalty, dedication, and results. People who support become leaders because people want to follow them. They buoy themselves up through effective action, which means getting things done.

Why you don’t know how to support

The challenge to grow your teams, followers, and community is more than knowing you have to support people. Everyone knows what they should do in the abstract. The challenge is knowing how and doing it. Schools don’t teach it. Media don’t show this bread-and-butter but not dramatic part of leadership. What’s effective doesn’t sell movie tickets.

In my book, “Leadership Step by Step“, I treat support as the culmination of the leadership skills that you reach after mastering everything else. I think of it like the serve in tennis. It may be an important part of the game, maybe the most important, but it’s hard, so you don’t learn it first. Learning it requires Click here to continue reading »”Stop Aspiring To Lead And Start Leading By Giving Support”

3 Keys For Building Relationships With Those You Lead

A leader's ability to build relationships with their employees is fast becoming a critical key to their success. Learn about 3 strategies that will help you build relationships with those you lead.

For almost 10 years, I’ve been writing about leadership and in that time, perhaps one of the most significant shifts I’ve seen has been the willingness to recognize that the key to our success as leaders stems from the relationships we foster and nurture with those we lead.

That we no longer view employees through the lens of Fredrick Taylor’s scientific approach to management – where people are merely assets, and interactions are transactional in nature.

Aside from notions of this being the ‘right thing to do’, this shift from transactional to relationship-based leadership has been proven to create tangible benefits – if not also a competitive edge – for today’s organizations.

In fact, a recent study by Harvard researchers found that when leaders focus on building relationships with their employees, they create conditions that lead to higher levels of organizational commitment, as well as increased employee accountability for their performance and greater satisfaction with their jobs.

This is one of the reasons why I’m looking forward to speaking at the Totem Summit in Whistler, British Columbia later this month because the goal of this conference is building relationships. Specifically, the majority of the conference day involves participating in outdoor activities to allow attendees to interact and engage with the invited guests and speakers. It’s only at the end of the day that attendees will hear speakers like myself share our insights and advice.

This shift in focus in how conferences are designed reflects the current reality in today’s workplaces. Namely, that our ability to succeed and thrive is not simply predicated by the knowledge and skills we’ve accrued, but also by the relationships we seek out to create and build.

Of course, while we might state that building relationships is the key to leadership success, it’s hard to reconcile this truth in the face of today’s faster-paced, ever-changing global environment.

Although we may have access to a greater number of channels through which to communicate and exchange ideas, that doesn’t mean that we’re being effective in creating lasting and meaningful bonds with those around us, and especially with those we lead.

So with that in mind, I’d like to share a few strategies that will help leaders create the proper conditions to truly connect and engage with their employees, and in so doing, provide a workplace environment that engenders greater levels of employee commitment, accountability, and success. Click here to continue reading »”3 Keys For Building Relationships With Those You Lead”

What Storytelling Reveals As The Role Leaders Should Play

A revealing look at three stories that help to illustrate how the function of leaders is to serve as mentors for the real heroes of their organization – their employees.

A few weeks ago, I wrote a piece about 3 fundamental storytelling elements leaders should employ to successfully drive change.

Now when it comes to using storytelling to help describe our vision or change initiative, the common tendency is to frame our story within the hero on a quest narrative, given how it’s the decisions and choices we make through our leadership that ultimately impact whether we collectively succeed or fail.

And yet, the truth is that while we may be the source of the vision or change initiative that guides our collective efforts, the actual role we play as leaders in our organization’s story is not that of the hero, but that of the mentor.

To understand why the role of mentor is the proper fit for leaders in terms of the journey your organization needs to take, let’s start off by looking at the three characteristics that define what a mentor does:

1. Mentors act as our teacher and guide
The most common role mentors play is that of a teacher and guide; that they use their own experiences and insights to help others learn about themselves and find the path they are meant to take to achieve a sense of meaning and purpose in their lives.

2. Mentors serve as both our cheerleader and our challenger
Mentors will often cheer us on – inspiring us to keep pushing ahead, and eager to celebrate our successes. But mentors also challenge us to question our assumptions of what we’re capable of and what we can achieve.

3. The mentoring relationship has a fixed end point
There’s a clear end point in the relationship between the mentor and the mentee. Specifically, that once the mentor has provided their mentee with all the help and guidance they can provide, it’s time for the mentee to use their acquired knowledge and insights to continue their journey on their own.

Taken together, these three characteristics illustrate what Christopher Vogler wrote in his book, “The Writer’s Journey”:

“Mentors provide heroes with motivation, inspiration, guidance, training, and gifts for the journey. Every hero is guided by something, and a story without some acknowledgement of this energy is incomplete.”

Interestingly, Vogler’s description of the role mentors play in storytelling mirrors the function of effective leadership. Namely, that it’s a leader’s responsibility to craft a vision that inspires people to commit their best efforts, as well as providing our employees with the support and guidance to help make that vision a reality.

Of course, when it comes to storytelling, it’s easy for us to imagine ourselves being the heroes of our organization’s story thanks to our leadership role. And yet, the simple truth is that as leaders, we serve as the mentor to the real heroes of our organization’s story – our employees [Twitter logoShare on Twitter].

With that in mind, I’d like to share stories from three different movies that help shine a light on how we can serve as mentors through our leadership to bring out the best in those we lead: Click here to continue reading »”What Storytelling Reveals As The Role Leaders Should Play”

Becoming More Self-Aware To Improve How We Communicate

Self-awareness in how we communicate

No matter what field or industry you work in, one thing that all leaders share in common is the necessity of having an extensive toolkit at their disposal. Of course, while there are various technical skills and aptitudes that are required for leadership positions in various industries, one thing that every leader needs to succeed in their role is to be an effective communicator.

Now in most cases, when it comes to communication, we tend to examine it in the context of our everyday interactions with our employees. However, what’s equally important is understanding how to be an effective communicator when it comes to giving presentations – whether it’s those large presentations like giving the annual company report to employees and/or shareholders, or something on a smaller scale like presenting a proposal to your team or department.

That’s why I reached out to communications expert Scott Schwertly to ask him to share his insights on how we can improve the way we communicate. In this guest piece below, Scott not only reveals the 3 key areas leaders need to address in order to give a great presentation, but also why our sense of self-awareness is so critical to our ability to effectively communicate the message we wish to impart to those we lead.

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After over a decade of analyzing and studying presenters, I have noticed one common error of judgment. What is it?

Most presenters think that yesterday’s presentation will save them today. Reality check: Great presenters have the mindset of a great Sales Manager. They understand that presentation success isn’t about how they were in front of a room last week or last month. Instead, it’s about being in the present. Just ask the Sales Manager. It’s not about what you did for him/her last year or last month. They want to know how you are closing deals right now.

So, write this down or put this to memory: Click here to continue reading »”Becoming More Self-Aware To Improve How We Communicate”

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Integrity – A Critical Cornerstone To Effective Leadership

Why integrity remains a critical leadership attribute and five ways that leaders can develop and display integrity in how they lead their team and organization.

The following is a guest piece by Terri Williams.

“The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” – Dwight D. Eisenhower

A lot has changed since Eisenhower marched first into war and then into the White House. But time has not diminished the importance of integrity as a leadership trait.

According to a survey by Robert Half Management Resources, both employees and C-suite leaders place a high premium on integrity among executives. In a survey of over 1,000 office employees and more than 2,200 chief financial officers, respondents were allowed to choose up to 3 responses to the question:

Which of these are the most important attributes in a corporate leader?
Robert Half Management study resultsWhy is integrity such an important leadership trait?

While both employees and CFOs rated integrity as the most essential leadership trait, a greater percentage of employees considered it the top quality in an executive. Such results were no surprise to Click here to continue reading »”Integrity – A Critical Cornerstone To Effective Leadership”

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