TanveerNaseer.com

Leadership Coach, Speaker, and Writer

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”

What Will Your Leadership Legacy Be?

Leadership-legacy-and-succession

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?”

One Important Leadership Lesson To Take Into Next Year

important leadership lesson moving forward

Earlier this month, I gave my last talk for this year – one which examined the role charisma plays in effective leadership. After sharing research findings from the fields of neuroscience and psychology, as well as examining the common characteristics charismatic leaders share, attendees were able to appreciate that being charismatic is not about charm and how others perceive us.

Rather, it’s about how we make those around us feel – about themselves, about their capabilities and the value of what they can contribute to our shared purpose.

Recently, we all got to reflect and appreciate this reality as we looked back on the life of Nelson Mandela and how he chose to lead his life in a way that transformed his country from one that divided people based on the colour of their skin, to a nation that celebrated together his life and the vision he put forth for them to make as their own.

Although we might remember him through his various quotes and speeches, the real leadership lesson to be gleaned from his life is how he empowered those around him to not only envision a better future for all South Africans, but how he encouraged their willingness to embrace the great expectations he placed on each of them to not only do better, but to be better versions of themselves.

And Mandela was able to encourage the best in those around him because he exemplified in his actions and words his confidence that – while a daunting and at times difficult goal – it was one that his followers could nonetheless achieve if they rallied together around a shared purpose; of embracing their commonality and sense of belonging, and using that as the lens through which they understood and appreciated their collective efforts.

I wanted to highlight his message and my talk here in one of my last pieces for this year because Click here to continue reading »”One Important Leadership Lesson To Take Into Next Year”

Leading Beyond Success Towards Creating Significance

Movin beyond success to significance

The following is a guest piece by Mike Myatt.

It is my sincere hope that those who read my latest book, “Hacking Leadership”, will use it to as a tool to plow a path to significance, not merely success. Some would say that any discussion along this topic line is nothing more than a debate over semantics. However, it is my opinion that those who hold this view truly don’t understand the difference between the two, and are simply attempting to blur lines in order to feel better about themselves.

Harsh? Perhaps, but I’ll let you be the judge. In today’s post I’ll attempt to clearly lay out the differences between success and significance, and why you’ll be better off setting your sites on the latter and not the former…

I believe “success” can be a very dangerous thing in a vacuum…You see, success is in the eye of the beholder, whereas significance is a view of you that is held by others. Complicating matters further, I believe few successful people actually make the transition to significance, but every person of significance is successful. I want to frame my thoughts on the topic of significance by beginning with an excerpt from my first book “Leadership Matters…The CEO Survival Manual”: Click here to continue reading »”Leading Beyond Success Towards Creating Significance”

Decoding The Truth Of Leading Multi-Generational Workforces

Research findings on leading multigenerational workforce

When it comes to discussions on the various challenges leaders need to address in today’s fast-changing global economy, there’s one topic that merits a proper assessment as to whether or not it’s really an issue for today’s organizations. And that is the issue of how to effectively manage a multi-generational workforce.

In some ways it’s only natural that we see an increase in discussions on potential challenges for organizations in operating under a multi-generational workforce. With the Boomer generation staying in the workforce longer due to declining retirement savings and increasing cost-of-living expenses, organizations are not only having to deal with three different generations of employees working together, but also the impact of a slowdown in the rate of upward career movement for younger workers.

The problem, though, with these discussions of managing a multi-generational workforce is when the focus shifts to trying to articulate differences in values, motivations, and attitudes based purely on generational cohorts, especially when it comes to trying to differentiate the Millennial generation from previous ones.

One of the key faults found in all these discussions on the differences between Millennials and the other generational cohorts is that they often differentiate generational values with respect to technological differences – in particular, differences in usage – as opposed to sociological ones. Specifically, how the focus tends to be on how Millennials are the first generation to grow up in a ‘high-tech’, mobile world.

We have to remember that Click here to continue reading »”Decoding The Truth Of Leading Multi-Generational Workforces”

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