As November slowly comes to an end, many organizations and their leaders are naturally looking back at the past year, evaluating what went right and where things missed the mark to help plan what measures they’ll need to take in response to this year’s successes and failures. To that end, many leaders are now rolling up their sleeves as they prepare for the yearly organizational ritual of the annual performance review.
Of course, for many employees, the arrival of the annual performance review is not something to look forward to, in large part because most leaders fail to communicate their expectations throughout the year. As a result, these feedback sessions end up coming off as more of a laundry list of things employees did wrong than an evaluation of how much progress they’ve made in their role.
Another problem which gives rise to this apprehension and indifference to receiving feedback is that leaders approach the conversation from the wrong vantage point. Specifically, that just as is the case with giving recognition, the act of giving feedback should not be about you. Rather, it’s about helping your employees to Click here to continue reading »”Making Feedback A Gift For Your Employees”
The following is a guest piece by Chi-Dooh Li.
In the early 1980s, I was gripped by the idea that land ownership was the key to breaking the cycle of rural poverty in Central America, where I had lived for three years as a young boy. Today, this idea has flourished into a wonderful organization named Agros International which is helping landless communities in Guatemala, Nicaragua, El Salvador, Honduras, and Mexico achieve land ownership.
The organization has established 42 villages in those countries and has touched thousands of lives.
I have spent the last 30 years working with the poor and would love to share three of the biggest leadership principles that I have learned from the experience with you.
1. Open yourself to unconventional thinking
If you expect to be a leader you have to break out of the tendency to follow the crowd, which is very strong in our culture. If you think like everyone else, there is will be no one left to lead. If you want to be a leader you have to embrace unconventional thinking.
Conventional thinking would not have permitted me to begin Agros. It would have told me that land reform is done by governments, not through private initiative. It would have said that you can’t change things that Click here to continue reading »”3 Leadership Attributes Revealed Through Serving Others”
The following is a guest post by Therese S. Kinal.
At best, leadership development is a fun day out, at worst it is a gut wrenching, annoying exercise that leaves you cringing as someone teaches you to suck eggs. In neither case does it make you into a leader. Harsh? Perhaps, but that’s how most managers and executives I work with see it…. and in the majority of cases, I agree.
In today’s environment, employees have to deal with complexity and ambiguity at a much higher rate than before. Functions and clear roles and responsibilities have been replaced with multiple bosses, cross-functional teams, working with partners all over the world and a general sense of never quite standing still. In this brave new world, the only constant is change. And it is managers’ ability to innovate, collaborate and adapt to a constantly changing environment that are the leadership skills we most need to develop.
Despite the billions invested in leadership development every year, the vast majority of programs fail to deliver their intended results. In the US alone, US$ 156 billion is invested in learning and development every year, or US$ 1,182 per employee (1). And even though classroom training (live and virtual) is perceived to be the least effective(2), over 50% of organizations report using it(3).
In this tough economic climate and rapidly changing business environment, it’s not enough to Click here to continue reading »”Winners Are Born In Difficult Times”
With the impending arrival of Halloween, many of us are naturally preparing for our neighbourhoods to be overtaken by ghosts, goblins, superheroes and wizards. Although this yearly event tends to be associated with decorating pumpkins and handing out candy, Halloween also provides us with some unique insights on the importance and value of fostering a sense of community in our organization.
As our neighbours, family, and friends can attest, Halloween is a pretty big event in our household. Every year, we transform the front of our house into this magical place for Halloween – the picture above offers a glimpse of what the neighbourhood children have in store when they visit our home.
Being a parent, it comes as no surprise that one reason why I go through all this effort is because I love kids. But there’s another reason behind this drive to create a unique and memorable display for the children and families in our neighbourhood.
While most of us are familiar with Maslow’s hierarchy of needs, researchers have found that we are also driven by three core psychological needs, one of them being relatedness. Studies has shown – and our collective human history repeatedly reminds us – that we are all driven to attain a sense of community; of feeling a connection and sense of belonging with those around us.
We’re compelled at an innate level to reach out and bond with those we relate to and who we share a common interest or experience with, a key driving force behind the popularity and growth of today’s social media networks.
This also explains why Click here to continue reading »”Fostering A Sense Of Community To Promote Organizational Success”