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”
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”
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”
How does a storied organization like Disney create an engaged, empowered workforce despite the current economic challenges, and what can other organizations learn from their experience? That’s the basis of my conversation with international keynote speaker and former Disney executive Doug Lipp in this latest episode of “Leadership Biz Cafe”.
Doug began his career at Disney as one of the trainers at the Disney University at Disneyland. This lead to Doug joining the Walt Disney Imagineering team where he not only helped with the creation of Tokyo Disneyland, but also with the creation of the first international version of the Disney University.
Doug then went on to lead the training team at the corporate headquarters of The Walt Disney Company, The Walt Disney Studios.
Following his time at Disney, Doug co-developed with Stanford University professor C. Clarke the Interculture Relations Institute, where he taught diverse teams of professionals how to better navigate the intercultural waters of the global market.
In addition to his work as a keynote speaker and consultant on leadership, culture, and change, Doug is the author of eight books, including his most recent, “Disney U – How Disney University Develops the World’s Most Engaged, Loyal, and Customer-Centric Employees”.
Over the course of our conversation, Doug shared many wonderful stories about Walt Disney and Van France, the founder of the Disney University, as well as some of his many insights from his time at Disney, including: Click here to continue reading »”Leadership Biz Cafe Podcast #13 – Doug Lipp On How Disney Creates A Thriving Workforce”