Tanveer Naseer

Leadership Coach, Speaker, and Writer

4 Keys For Bringing Out The Best From Introverts

Learn about 4 steps organizations can take to tap into the full potential of introverted employees found in their workforce.

The following is a guest piece by Kate Rodriguez.

One of the hottest themes in management and leadership today is the importance of understanding the introvert at work.

The idea that workplaces reward extroverts has been around for a while. Discussions on the differences between those with outward-looking personalities (extroverts) versus those with inward tendencies (introverts) has been around for years – the concept was introduced by psychiatrist Carl Jung in 1921 – but it has reached fever pitch since the 2012 release of the book “Quiet” by Susan Cain, which asserts that introverts are dramatically undervalued and organisations suffer as a result.

Research points out that while nearly half the population is introverted, extroverts hold the majority of leadership roles. “The research I’ve done shows that about 25 to 30 percent of CEOs are introverts,” explains Karl Moore, associate professor of strategy and organization at Desautels Faculty of Management at McGill University. This indicates there are also a significant number of introverts leading extroverts and not just the other way around, as the research tends to suppose.

Professional roles of introverts vs. extroverts

Introverts and extroverts tend to migrate to career fields that play to their dispositions, says Moore. People-facing jobs, like sales, management consulting and investment banking are dominated by extroverts. Introverts alternatively often move into Click here to continue reading »”4 Keys For Bringing Out The Best From Introverts”

10 Steps To Accelerate Meetings And Drive Productivity

Learn about 10 steps leaders can employ to improve meeting efficiency and drive productivity in their organization.

The following is a guest piece by Jack Zenger and Joesph Folkman.

It is estimated that 15% to 28% of every manager’s workweek is spent in meetings. One of the most frequent written complaints people make about their bosses is the quality of their meetings.

Complaints range from meetings with no agenda, lack of clear purpose for each agenda topic, no advance information nor background materials, lack of making a decision, absence of any follow-through and the plodding, snail’s pace of the meeting.

A leader with accelerated speed and pace greatly increases the likelihood of a productive meeting. Our research on productivity improvement shows high correlation of improved productivity with the efficiency and effectiveness of meetings.

How to Accelerate Meetings Click here to continue reading »”10 Steps To Accelerate Meetings And Drive Productivity”

A Timely Reminder Of The Power Of Empathy In Leadership

This week's US election day provides a unique backdrop on which to illustrate the importance of empathy in today's leadership.

No matter where you live, there’s no question that the big story this week is the arrival of the US election and who the American public has decided to serve their country as their next President. For those outside of the US, it’s been both an interesting and troubling journey the US electorate has been put through, especially in its final few months.

Although I’m Canadian, it’s easy to relate to and understand the frustration and dismay many Americans have felt over the course of this election period, along with a good dose of wariness for what lies ahead after the election is over, regardless of who wins.

And yet, this current US election does provide an important lesson for leaders everywhere of just how important empathy is becoming to our ability to lead, as we’ve been given a concrete example of just how quickly things can fall apart when we divide people into groups of “us” versus “them”.

And to be clear, politics is not the only domain where this happens. All of us have had the experience of working with someone we don’t like, and sometimes even someone who we feel – or even know – is working to undermine our authority or credibility in the eyes of our co-workers or those we lead.

And in those circumstances, it becomes very easy for us to delineate those we view to be in “our camp” and those who we look upon with doubt and mistrust because they align themselves with those we dislike.

But what this past US election has shown us is that if we allow those feelings to fester, if we choose to allow others to exploit and drive that wedge that separates people based on what we lack in common with one another, we will end up not only with a more hostile work environment, but we will be permitting conditions to take hold that will make it even more difficult for our employees to get things done.

And this is why emotional intelligence and in particular, empathy, has become so critical to our ability to effectively lead others – empathy allows us to bridge the gap between how we see things and how others experience them [Twitter-logo-smallShare on Twitter].

Through our empathy, we’re able to move beyond the binary attitude of “I’m right/you’re wrong” which can impede any initiative from moving forward, to one that’s driven by the desire to discover that common ground we share with one another so that we can promote collaboration and foster sustainable growth.

It’s a truth that becomes all the more obvious when we remember that the key to your organization’s success and future prosperity is no longer based solely on the processes and technologies found within your company’s walls, but within the talents, insights, and experiences of those you lead. Something that one can tap into only if we create conditions where people feel connected to what they do and to those around them, as well as being a part of the shared purpose that defines your collective efforts.

But how do we know if we’re truly being empathetic in our leadership? How can we tell if we’re creating Click here to continue reading »”A Timely Reminder Of The Power Of Empathy In Leadership”

3 Ways Leaders Can Help Bring Great Ideas To Life

3 measures leaders should employ to create an organizational culture that encourages employees to share their ideas on how to change the way we work.

The following is a guest piece by Kotter International President, Russell Raath on behalf of The Economist Executive Education Navigator.

How often have you heard the phrase “that’s not how we do it here” uttered in your workplace? When employees suggest new ways to tackle challenges, are their contributions welcomed—no matter how outside-the-box they may be? Are staff members empowered to test new ideas and report back to management on their successes, as part of helping the organization constantly adapt and improve?

Maybe you have some version of the “suggestion scheme” where ideas are sent into some inbox in the cloud – where someone (hopefully) reviews them and determines whether an idea is viable and has merit.

In most organizations, the answers to these questions are often “no” or“never”. Yet the most innovative companies—those that can face challenging times and emerge stronger than ever—often recognize a key truth that is missing in many traditional, hierarchical organizations. That truth is that great ideas don’t only come from senior management.

The idea that saves the business $10 million may come from a production line supervisor; the concept that opens up an entirely new market for your products might come from a junior sales rep.

The point, one that smart organizations have realized, is that great ideas can come from any level of the organization. This is a concept explored in great depth in Dr. John Kotter’s latest business fable, “That’s Not How We Do It Here!”, which chronicles a clan of meerkats struggling with a drought that reduces their resources and leads to the rise of dangerous new predators.

Written as a business book, there are a number of key lessons on how leaders, at any organizational level, can bring great ideas to the surface: Click here to continue reading »”3 Ways Leaders Can Help Bring Great Ideas To Life”

Winning Teammates Respect The Clock And The Calendar

Learn why encouraging employees to take their vacation break is important for driving long-term productivity and employee wellness.

The following is a guest piece by fellow author Sean Glaze.

One of the lessons in my upcoming book, “The 10 Commandments of Winning Teammates”, is that winning teammates respect the clock and the calendar.

In the book, which is a parable, the lesson the main character learns in this particular chapter is that respecting the clock is not only about respecting others’ time and being early to meetings.

Of course, if you have ever had to wait on someone to show up for a meeting, you know that is important.

But even more important than the very real and valuable lesson to be on time out of respect for others is the realization that you need to value your own time.

Everyone has heard reminders that time is fleeting.

We all know that time flies…
The issue isn’t knowing… it is what are you doing with that information?

Does that information impel you to invest more time at the office, on your project, focused on your sales goals?

Or does that information impel you to Click here to continue reading »”Winning Teammates Respect The Clock And The Calendar”

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