When it comes to leadership in today’s fast-paced, interconnected world, there’s no question that the only constant we should expect is change. It’s a reality that came to mind recently after I announced my decision to resign my position as the chairman of the Governing Board at our regional high school in order to run as a candidate in the upcoming school board elections for the chairman of the school board position.
Since making this news public, I’ve found myself reflecting on the past 3 terms that I’ve served as the Governing Board chairman, and the wonderful opportunity I had to be able to serve such a great team.
Of course, great teams are not simply a product of the various people who comprise the group. It is also the result of the actions and words of the group’s leader who understands how to tap into the collective talents, insights, and experiences of the various team members, and direct those elements towards a common goal or shared purpose.
As I look back back at my experiences leading this Governing Board team, I want to share three tactics I used which not only helped to strengthen our team cohesion, but which has built the foundation that has allowed our team to be a productive and thriving one over these past three years.
1. Build relationships to understand the needs of those you serve
One of the interesting challenges that came with serving as the chairman of this Governing Board was the fact that the team members changed every year as different teachers, students, and parents came on board to represent their segment of our school community.
So while our long-term goals might have remained constant, how we viewed them and what routes we thought were best to achieve them would naturally change and evolve as the team dynamics changed with the departure and arrival of various board members.
Consequently, one of the things I always made a point to do at the start of each mandate was Click here to continue reading »”How Successful Leaders Build Teams That Thrive”
When it comes to seeking insights on the best leadership practices, the natural inclination is to look towards successful organizations like Southwest Airlines and Zappos for inspiration and guidance.
Not surprisingly, in most countries, one area we often disregard for leadership guidance is the political arena, as most politicians tend to represent examples of what not to do than what leaders should be doing to engage and enable those they serve.
This sad reality becomes especially apparent during election campaigns, where political candidates expect voters to believe in their capability to lead and their vision of creating a better, more inclusive future, even though their tactics to win include character attacks and sowing division within the populace.
And yet, if we distance ourselves from the headaches and negativity that regrettably have become par for the course of political elections, there are some tangible, practical insights that we can learn from. Insights that help us to understand what we need to do to get our employees to embrace the change initiatives we’re putting forth to ensure success in our collective efforts.
It’s from this perspective that I’d like to share with you three lessons from the recent provincial election campaign held this past month in Quebec, Canada, that help to illustrate what measures leaders need to employ to encourage their employees to embrace the change initiatives they have in mind for their organization.
1. Don’t just tell, but show why this change initiative matters Click here to continue reading »”How Leaders Can Successfully Champion Change”
The following is a guest piece by Karin Hurt.
You’re got a brilliant idea to transform the business. Or maybe you’re just trying to stop the stupid train from rolling over the great work your team has done over the last year. You make your case to your boss, but she’s not convinced. What next?
There’s the camp that would say back down, after all that’s why she get’s paid the “big bucks.” Be a bobble head and nod in agreement– after all, push-back could hurt your career.
The kissing-up sort would take it a step further and remind the boss how brilliant she is for setting you straight. Sadly, I’ve seen such fear-based agreement happen at all levels of the business.
Real leaders take a step back and get serious about the persuading.
Why It’s Tricky
It’s possible your idea is brilliant and your boss needs some real persuading. In that case if you “let it go” your customers, employees or shareholders would truly suffer.
On the other hand, your boss may really know best.
In either case, it’s likely she… Click here to continue reading »”The Delicate Art Of Persuading Your Boss”
The following is a guest piece from Thinkers50 creators Stuart Crainer and Des Dearlove.
Business best practice never stands still. State of the art management and leadership techniques are continually evolving. Think about it: how organizations are run in 2014 is radically different from how they were run just ten years ago. Technology has clearly paid a huge part in this, but the biggest driver of change in how organizations are run is the ceaseless quest for improvement; to manage more efficiently and effectively to better achieve business results.
Improvements come from bright ideas. There is nothing quite so practical as a great idea. The ideas which inspire and influence business practitioners often have their origins in the ideas and work of the thinkers celebrated in the Thinkers50, the biennial ranking of business thinkers.
From blue ocean strategy to Michael Porter’s five forces, Vijay Govindarajan’s reverse innovation to Richard D’Aveni’s hypercompetition, great thinkers and their ideas directly effect how companies are run and how business people think about and practice business.
Think of Peter Drucker who topped the first Thinkers50 ranking in 2001. Drucker was writing about knowledge workers in Click here to continue reading »”Revealing Leadership Insights From Thinkers50″