Last week, I had the pleasure of giving the keynote speech at the 2014 NAED LEAD Conference held in Chicago. Given how the focus of my speech was examining the role of charisma in leadership and how we can develop this trait to inspire and engage our employees, it would seem almost natural that the locale for this keynote was this elegant, almost regal ballroom located in one of the illustrious hotels found along Chicago’s “Magnificent Mile”.
Of course, for those who attended my keynote speech, what was a true reflection of the lessons I shared through my talk was the opportunity to connect with new people to listen to their stories about what their successes and their failures have helped them to learn moving forward.
With this in mind, I want to share with you not the highlights of my keynote speech and the various actionable measures that I taught conference attendees to adopt and apply to their own leadership style of guiding their organization. Rather, what I’d like to share here are my reflections from delivering this message to this audience, and hearing what attendees shared about how they would apply these new insights to become a better leader to those under their care.
Tanveer delivering keynote speech at 2014 LEAD Conference in Chicago.
To begin, let us first understand that charisma is not simply about having this natural charm or a magnetic aura that some of us seem to naturally possess to draw in those around us. Rather, as the Oxford Dictionary points out, charisma refers to our ability “to inspire followers with devotion and enthusiasm”.
In other words, charisma is not simply about how charming those around us perceive us to be, but our ability to inspire and engage our employees to Click here to continue reading »”Understanding The Value Of Charisma In Leadership”
The following is a guest piece by David M. Dye.
Our team of teachers and high school students had just finished a rafting trip, changed into fresh clothes, and loaded up our convoy of vans to head out to our hotel.
And I was the leader.
I confidently led our convoy out of the parking lot and onto a frontage road that ran parallel to the highway before it crossed over and merged – or so I thought.
With the other drivers in tight formation behind me, I led the team up a hill, but as I crested the hill and descended the other side, it looked like the road narrowed. I slowed a bit, but kept going – we were in the mountains after all and roads there aren’t always built perfectly.
However, as I continued down the hill, the asphalt dwindled until it was just wide enough for one vehicle…before it took a sharp right turn and disappeared out of sight under the highway.
Then I saw it.
A round “cornering mirror” – the kind of mirror you see in grocery stores or bike paths with blind corners. The type of mirror that allows bike riders to see approaching traffic around the corner.
Yes, bikes… Click here to continue reading »”Can Your Team Really Trust You?”
The following is a guest piece by Fast Company contributor Faisal Hoque.
It doesn’t matter what we do, where we do it, or how well we create a product or offer a service. We don’t succeed without the right people on our teams.
I have come to believe that to survive and ultimately thrive we must effectively create “partnerships” with many around us, from family to colleagues to society in general.
Here are five fundamental principles I have learned to build better partnerships with others:
1. Be direct
Direct communication leads to direction, the path you set as a leader. Even if it was possible, nobody wants to follow a muddled message. Every word must be deliberate and directed. Don’t be tempted to reach out without direction because that can deter or even destroy your overall agenda. Click here to continue reading »”5 Leadership Mantras For Building Better Partnerships”
Over the past couple of weeks I’ve written about how successful leaders build thriving teams, along with what necessary steps we need to take to not only encourage organizational growth in the months and years ahead, but how we can help our employees to adapt to changes we need to make to ensure we achieve our shared purpose.
As is often the case when we write about leadership, the focus tends to be on what we can do today to improve how our organization operates going forward and hopefully, achieve the kind of success we envisioned when we first took on this leadership role.
And yet, a common theme running through the past couple of pieces I’ve written here on my blog also lend themselves to the idea of looking beyond our time serving as leader and to what we’ll leave behind as the legacy of our time serving as the steward for our organization’s vision and shared purpose.
When I announced to my Governing Board team my decision to resign as chairman a few months back, the news was met with some disappointment and sadness, followed by an impromptu round of applause when I revealed my plans to run in the upcoming school board elections for school board chairman. In the time since making this announcement, there’s been a feeling of assurance among my team members about the future, with a few of them telling me that they know that the team will be fine without me.
While it might sting at first to hear that those you lead are confident that they can move along without you, it’s probably the biggest compliment we can get as leaders when the time comes for us to hand over the helm to someone else.
When we see that those we lead meet our impending departure not with trepidation or concern, but with sadness and appreciation, we know that we’ve Click here to continue reading »”What Will Your Leadership Legacy Be?”
The following is a guest piece by best-selling author Kevin Kelly.
Launching and leading an “xceptional” business is simpler than you’ve ever imagined. Not easier. Not less time consuming. Not less gut wrenching, but simpler.
Counter-intuitively, many successful entrepreneurs didn’t start with a compelling vision, a wow idea or indeed a workable business plan. Some went on to dominate a market without any previous background in it.
So what’s the secret?
Groundbreaking research conducted by Columbia University’s Amar Bhidé in 2000 titled “The Origin and Evolution of New Businesses” revealed that 88% of “breakthrough companies” were the result of “xceptional execution of an ordinary idea”, according to their owners.
Amar told me in 2013 that some factors have changed since he first published his findings, for example, access to capital is more widespread through crowd-funding, along with a mainstream popularization of entrepreneurship and rise of a global startup ecosystem. However, these developments haven’t changed the fundamental principle of his work.
In my latest book, “DO! The Pursuit of Xceptional Execution”, I interview entrepreneurs from around the world. They are the leaders of some of the most Click here to continue reading »”Learning The Keys To Exceptional Execution”