Tanveer Naseer

Leadership Coach, Speaker, and Writer

Leadership Biz Cafe Podcast #20 – Lolly Daskal On What’s Stopping Leaders From Achieving Greatness

Learn from leadership expert Lolly Daskal why some of us get stuck in our leadership and how we can overcome this inner hurdle towards achieving our own greatness.

As leaders, how aware are we of the obstacles we create for ourselves that impede our ability to achieve our own form of greatness? That’s the question that served as the basis of my conversation with my fellow leadership expert and friend, Lolly Daskal.

Lolly is the president and CEO of Lead From Within, a global consultancy that specializes in leadership and entrepreneurial development.

Lolly is also a prolific writer, not only creating regular content for her award-winning leadership blog, but she also writes a column for Inc.com and Psychology Today, as well as having her work appear in the Harvard Business Review and Fast Company. Although she’s the recipient of numerous awards and accolades, the one that probably best describes Lolly is something The Huffington Post once wrote about her, calling her “The Most Inspiring Woman in The World”.

For our conversation, Lolly and I discuss her new book called “The Leadership Gap: What Gets Between You and Your Greatness”.

In addition to a fascinating discussion on the nature of nature of intuition and why we follow (and should follow) our gut instincts, Lolly shares a number of interesting insights on leadership, including: Click here to continue reading »”Leadership Biz Cafe Podcast #20 – Lolly Daskal On What’s Stopping Leaders From Achieving Greatness”

Stop Unwanted Beliefs From Sabotaging Your Self-Improvement

Learn from Inc. columnist Joshua Spodek how two skills can help you to overcome those unwanted beliefs that get in the way of achieving your goals.

The following is a guest piece by Inc. columnist and NYU Adjunct Professor Joshua Spodek.

We’re approaching February and gyms are starting to empty as people drop their resolutions. Maybe you know the pattern: you felt so resolved in December to get fit, start a new venture, or whatever your resolution. For most of us, by Valentines Day that resolve has gone.

What happened?

We were positive we’d do it this time.

More importantly, what can we do about it?

First, some context. After reading my book, “Leadership Step by Step”, Tanveer noted how New Year’s Day leads people to think about self-improvement and suggested relating it to my chapters on unwanted beliefs and changing them. I love the topic, which is at the core of leading yourself, which helps you lead others.

Next, what do I mean by a belief and how can one be unwanted?

I’m not talking about religious beliefs. I mean the mental models your mind uses to simplify a complex world enough to keep us alive and, hopefully, happy.

You probably know that beliefs influence how you perceive. For example, you feel and react differently when Click here to continue reading »”Stop Unwanted Beliefs From Sabotaging Your Self-Improvement”

Building Emotional Competencies In Our Leadership

Building-emotional-competencies-in-leadership

Over the past decade or so, there have been numerous studies and books that have helped us to better appreciate the emotional nature of successful leadership, a fact that has helped to bring about a transformation in leadership attitudes from the old command-and-control approach to one that’s more outward-focused and collaborative.

Unfortunately, while we’ve become more aware about the importance of emotional intelligence in today’s leadership, the truth is many of us continue to grapple with this issue and in the past few years, it has only become worse thanks to the changing realities of leading in today’s faster-paced, 24/7 work environment.

It’s an issue that I’ve addressed in some of the talks I’ve given this year, where I discussed the challenge leaders face of how to balance the increasing pull to simply get things done against that critical need to build and nurture a workplace environment that brings out the best in those they lead.

The necessity and importance of addressing this balancing act can be best appreciated when we consider the findings of a recent American Management Association (AMA) study which found that stress in the workplace is fast becoming the most critical issue organizations face today, with more than 50% of the study’s respondents stating that their organization suffers from above-average stress levels.

The major challenge this workplace issue presents comes from the fact that our ability to address workplace stress depends not on our technical capabilities, but on the emotional competencies we bring to our leadership.

After all, creating an environment where employees thrive is an emotional construct, not a technical one [Twitter-logo-smallShare on Twitter].

It’s also why in today’s current workplace environment, where all of us are being bombarded with increasing demands on our time and attention, we can’t afford to let what gets our attention to determine what we focus on and where we put most of our efforts. Rather, what we need to do is build our emotional competencies to ensure that we are promoting an organizational culture that ensures our collective success, growth, and evolution.

So how can we build our emotional competencies in order to be more successful in guiding our employees towards achieving our vision or shared purpose?

The first critical step we need to take is Click here to continue reading »”Building Emotional Competencies In Our Leadership”

What’s The Truth About Your Leadership?

The-truth-about-your-leadership

In my previous piece, I looked at an underlying theme found among the numerous issues leaders in every industry face today and what this tells us about how we can be more successful in bringing out the best in those we lead.

The enthusiastic reaction to the ideas I shared in that article got me thinking about the other piece of this puzzle. Namely, that in addition to our responsibility to protect those we lead to do the work they’re meant to do, we also need to have a keen self-awareness regarding how much truth there is in our leadership.

In other words, how much of our focus is on what our employees require from us to be successful in their efforts, as opposed to those things that demand on our attention, often because they impact us directly?

One can appreciate the importance of this question by looking at the failures of leaders like former BP CEO Tony Hayward, who during the 2010 Gulf of Mexico oil spill voiced his frustration with all the media attention on this environmental disaster by saying how he just ‘wanted to get his life back’.

Or when Chip Wilson, founder of athletics apparel company Lululemon, responded to complaints that his company’s yoga pants appeared see-through on some women by putting the blame on a segment of his customer base, arguing that his product wasn’t meant for women with certain body types.

In these and every other example of failed leadership that’s happened over the past decade, what we find glaringly absent is a lack of truth about their leadership. And by this, I’m not just referring to whether they were being honest regarding the problems their organization had to publicly grapple with.

Rather, what this lack of truth in their leadership pertains to is how Click here to continue reading »”What’s The Truth About Your Leadership?”

What Jazz Taught Me About Leadership

Leadership-lessons-from-Jazz

When you grow up in Montreal, it’s almost a given that you become a fan of Jazz music. For those you might not know this, every summer Montreal hosts the world’s largest Jazz Festival in the world (I kid you not – we even hold the Guinness World Record for the world’s largest Jazz festival). It’s an annual event that’s been held here for over 35 years and one that I’ve been attending annually since I was in high school.

As such, I’m sure it’s not surprising to know that I often have the sounds of Coltrane, Monk, Peterson, and of course, Ella to name but a few wafting in my office as I sit down to pen my latest leadership insight or to develop my next leadership talk.

It was during one of these creative brainstorming sessions that I got to thinking about the connections that exist between leadership and Jazz. In particular, how each of these pursuits is often represented by this notion of having to take seemingly incongruent elements and helping to transform them into this cohesive, collective effort defined by a shared vision.

Indeed, the key to understanding Jazz is not to focus on the individual musicians and what they alone are playing. Rather, the beauty of Jazz is found in listening to how these musicians can create this sense of harmony and connectedness, even while playing what at times might sound more like a competing mixture of contradictions.

It’s the same truth that underlies how we can succeed at leadership in today’s faster paced, increasingly connected global world. Namely, successful leadership involves connecting our collective efforts to a vision we all understand [Twitter-logo-smallShare on Twitter]. That we demonstrate the links that exist between what our employees do and that larger vision that we all want to be a part of.

So in this vein of what Jazz reveals about the necessary truths about leading in today’s work environment, I’d like to share the following three lessons from the Jazz world on how we can be the kind of leader our employees need in order to be successful in their collective efforts. Click here to continue reading »”What Jazz Taught Me About Leadership”

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