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Transcript of People & Purpose First Issue
Table of Contents
Cover StoryPurposeful People:
Leadership principles
to drive results
Features
101: Change management
An engaging video from El Mr Brown Productions on the evolution of
thinking about change management through the ages.
Strategy: What’s top of mind for the world’s chief executives
over the next three years?
Review: The magic of freedom?
Pruposeful Teams: How to build a stronger team?
Mark A Goodburn reflects on KPMG’s CEO Outlook Study.
A review of Henry Stewart’s The Happy Manifesto book.
Can it make your organisation a great place to work?
10 leadership actions to help your team flourish by Eszter
Molnar Mills.
Interview with Gordon Tredgold
Magazine Content
Career: Navigate your way to a brighter future!
Steve Preston the Career Catalyst shares 10 ideas to develop your
career and manage the career rollercoaster. You can listen to the
audio from Steve himself.
Perspectives: Don’t just survive, enjoy your workFind your strengths, put them to work and you are going to be happier,
more motivated and increase your performance.
Ági Galgóczi took part in the 2015 Strengths Challenge, read her
reflections.
5 of the Best… Leadership blogs
We have hand-picked 5 follow-worthy blogs which have made us think
and hope that they will give you ideas to develop your skills and
guidance on your leadership journey.
Recommended Reads: Positive Leadership: Strategies for
extraordinary performance by Kim Cameron
Presenting accessible, practical strategies based on rigorous research,
this book contains inspiration and insights into what makes organisations
flourish and how leadership can drive outstanding results.
Words to Lead By: Pete Hamill
Pete Hamill, author of Embodied Leadership, shares the best piece
of advice he has received.
Your feedback would make us happy. Tweet us your opinion on our
content and magazine @People_Purpose.
If you’re interested in contributing don’t hesitate to contact us
Editor’s Note
I am delighted to welcome you to the first edition of People & Purpose.
We have designed our publication for managers and leaders – both
practicing and aspiring – who are looking for new and challenging ideas,
best practice insights and practical resources to add to their toolkit.
Do you want to thrive in your leadership role? Would you like to
make improvements in your organisation?
We believe that taking a strength-based approach, focusing on positive
behaviours and building on what is already working well allows us all to
do more of what we are best at. You can then reach enhanced
performance in both in your own leadership practice and within your team
and organisation. It is in this endeavour that People & Purpose explores
topics such as purposeful leadership, organisational strategy, change
management and team development.
People & Purpose can help you develop your skills and understanding as
a positive leader, whether you are an experienced manager or aspiring to
the role. Learn new approaches to successfully tackling organisational
challenges through the resources we share with you, such as how-to
guides and management tools you can immediately put into practice.
Gain insights into effective methods through case studies and leader
interviews. Find out about worthwhile advice and books that can support
your work and career.
I hope you enjoy reading, watching and listening to all we have to offer in
this issue and we would love to hear your thoughts.
Please get in touch with us to share your views, give feedback and
recommend topics and contributors for our future issues.
Eszter Molnar Mills, Editor-in-Chief
Leadership principles to drive results
Interview with Gordon Tredgold
Purposeful People
Gordon Tredgold, known as the Leaders’ Leader, is passionate about
helping and leading people, helping them to achieve their full potential.
He created a collection of principles called FAST that can help people
achieve results in their leadership practice.
F stands for focus – focusing on goals and giving clear direction. Give
people the right focus; when you put them in a position to be
successful, then we’ll all be successful. Otherwise we have to spend all
day every day trying to push them over the finishing line. People like to
be led – they don’t like to be managed.
Accountability is the second principle. It is about letting your people know
what their role and responsibility is, giving them positive feedback as they
do well, or giving them support if they do not. Show others that you’re
going to be accountable, that you will accept your position. When you do
that your people will also follow suit and be accountable.
Simplicity is a key component. You need to communicate simply, even
though we have a natural tendency to over-complicate things. Simplicity is
magical. Simple plans that people can understand are paramount – they
bring belief and confidence to our teams, and belief is the difference
between success and failure.
Last but not least, transparency.
This is about visibility toward
progress. When you’ve got great
visibility and people can see you’re
doing well, that motivates them to
keep going. Leadership is all about
the team and how we, as leaders,
prepare them, give them the tools,
put them in a position to be successful and inspire them. “No trust, no
inspiration; it’s as simple as that. As leaders we need to inspire and
engage our teams to get the best out of them, and that has to be on a solid
bedrock of trust.”
Being a leader is not just a Monday to Friday, 9 to 5 job – says Tredgold.
Leaders have to be leaders 24/7. “Do as I do, not do as I say” is
important in leadership as well. If we only hold people accountable and
don’t hold ourselves accountable, then that’s generates a culture more
of blame than accountability.
Being a leader isnot just a
Monday to Friday, 9 to 5 job
To find out more about FAST leadership and Gordon Tredgold’s
thoughts on leadership, hear about his experiences as a leader, coach
and consultant, watch the interview above.
Gordon Tredgold is an internationally recognized Leadership Expert,
Coach, Consultant and Trainer. He inspires leaders to develop
engaged teams with clear plans so they can revolutionize their
results. Focusing on turnarounds, operational excellence,
transformational change and strategic implementation, Gordon is
passionate about identifying simple methodologies that are able to
be quickly implemented, and that generate immediate benefits for
people and companies.
With a particular expertise in Driving Change, Service Delivery, and a
variety of core business competencies, Gordon is the authority on
getting F.A.S.T. results. His nearly thirty years of expertise, work
experience on three continents, and leading global teams and
careers with billion dollar companies such as Henkel, Deutsche Post
DHL and Cable and Wireless, have won him worldwide accolades
and the distinguished honor of being recognized as the Number One
Leadership Expert to follow on Twitter.
Heralded in Inc. Magazine as one of the top 100 Leadership and
Management Experts and Speakers, Gordon is also ranked #2 on
the Top 15 Must Read Leadership Blogs and #4 on the Top 50 Most
Socially Shared Leadership Blogs. He is also a Visiting Professor at
Staffordshire University, a Fellow of the Institute of Leadership and
Management and a member of the National Speaker’s Association.
His book FAST is available on amazon.com and amazon.co.uk.
Find out more at: http://www.gordontredgold.com/
We need to lead more and
manage less.
101
This month’s 101 / ”Introduction to …” column features an engaging video
on the evolution of thinking about change management through the ages.
The animated summary shares some of the core principles of the effective
management of change, drawing on the key authors on this topic,
introducing the major concepts as well as best practice.
The video highlights the importance of change as a way for organisations to
adapt and evolve in times of volatility, uncertainty, complexity and ambiguity
– collectively denoted as ‘VUCA‘.
Change Management
This video is created by El Mr Brown Productions: digital age storytellers giving
voice to your brand stories. A cluster of creativity and talent dedicated to producing
inspiring visual moments, they are a creative one-stop media production studio
focusing on video, bringing the best of creative and business minds giving voice to
the narrative of B2B companies reaching out to internal and external audiences.
What’s top of mind for the world’s chief executives over the next three years?
While confident about the strength of the
global economy and their ability to grow their
companies, CEOs are focusing on
transforming their businesses.
These leaders are certainly alert to the
changes occurring all around them, but they
are also awakening to the opportunities that
stem from disruption. By doing so, they can
respond to escalating pressures and harness
the disruptors to improve their growth
Strategy
prospects, enhance their operations and strengthen their relationships
with enhance their operations and strengthen their relationships with
customers. That’s the theme that resonates for me in KPMG’s newly
released CEO Outlook Study, which tracks the views of 1,278 CEOs in
10 key markets and nine industry sectors over a three year horizon.
This key theme also reflects the conversations I’ve been having with
clients about their strategic priorities as they face multiplying disruptors –
from new competitive pressures and cyber-security risks to innovation
and technological change that affects their entire value chain. While
concerned about change, the most successful companies are finding
ways to manage the interplay between these disruptors and convert them
into opportunities.
What’s clear is that CEOs today do not have the luxury of thinking in
terms of decades. Agility is what is required in terms of mega trends,
customer expectations and competitive shifts. They now need to ask of
themselves, “Are we moving as fast as the world around us?”
Optimism in the face of disruption
Despite frequent foreboding headlines, corporate leaders are strongly
optimistic about global economic growth in the near term. Indeed, 62
percent of CEOs are more confident now than they were last year about
global growth prospects over the next three years, while only 6 percent
are less confident. Similarly, 61 percent are more confident than last year
about growth in their own countries, with marked improvement in
confidence levels in key markets such as China, Spain, Australia, India,
France and the UK. The US, where the recovery is well underway,
continues to be a desirable market for CEOs.
This macroeconomic optimism seems to be fueling positive sentiments
among CEOs about the prospects for their own companies. Overall, 54
percent of respondents expect their companies to grow over the next
three years.
The positive tone
appears to be driving
upbeat business plans,
too, since 78 percent of
respondents indicate
they expect to be in
hiring mode through to
mid-2018, 48 percent
plan to make an
acquisition during this
time, and 47 percent
plan to devote significantcapital to expansion outside their home countries.
(Click here on the note to read the full study!)
As a result, there is strong CEO appetite for business transformation. This
is evident from the 44 percent who indicate that they are only ‘somewhat
comfortable’ with their current business model and 29 percent who say their
organizations are likely to be transformed into significantly different entities
in the next three years. And those executives who advocate organizational
change identify the company strategy, business model and operating model
as the areas liable to be transformed the most over the next three years.
The status quo is the riskiest tactic
It’s clear from a careful review of these survey data that CEOs in diverse
sectors understand they can no longer simply do more of the same.
Maintaining the status quo may seem to be the most comfortable path, but
they must understand that it is actually the riskiest one for their company.
Clients I meet with are recognizing, more and more, that immersing their
companies in the disruptive environment, and embarking on transformation,
is actually a less risky approach.
That realization is an important milestone. The next question is, ‘How
genuine, deep and effective are your company’s transformation programs?’
Additionally, developing new growth strategies emerged as the top
organizational priority cited by CEOs.
Keeping eyes open to emerging risks
Although this optimistic outlook is encouraging, the same CEOs are very
cognizant of the challenges their organizations face. The survey shows
that 86 percent are concerned about customer loyalty, 74 percent are
worried about new market entrants and 72 percent are worried about
keeping pace with new technology. Sixty-eight percent are also concerned
about competitors’ ability to take business away from their organization
and 66 percent are concerned about the relevance of their product or
service within three years.
Concern with technology was significant, with 50 percent indicating that
they are not fully prepared for a cyber event such as a challenge to
company information security, and 49 percent say they need to improve
how their organization manages their data and analytics. These are not
small problems or issues that can be resolved with simple solutions. These
issues strike at the core for their organizations and require fundamental
changes to the way they do business.
While I believe most companies are engaged in some level of
transformation, it’s important to ask whether their management is
driving the program at a speed that will allow them to stay relevant with
their customers. Rather than entering into transformation simply to bring
costs down or to lower risk, leaders need to take a harder look in the
mirror.
They must ask what their customers want that their companies are not
delivering right now. That will drive a reverse engineering process, leading
to transformation programs that truly improve customer relationships and
build a sustainable advantage. But can this truly be accomplished without
a commitment to innovation? Surprisingly, over half the global leaders we
spoke with (56 percent) say they do not have developed processes for
innovation.
Many company leaders make nice speeches about transformation but
hold on to the status quo through their actions. They may realize too late
that they can no longer manage the company by steering around
economic, social, technological and environmental disruptors. Sooner or
later, their business will be disintermediated. The alternative involves
finding ways to embrace the disruptors, to get comfortable with things that
are currently uncomfortable – from technological advances and
demographic shifts to globalization and data analytics.
Macroeconomic
optimism is
fuelling positive
sentiments about
company
prospects
Transformation as a synonym for
executive leadership
Transformation will ultimately become
more than a buzzword or a fixed-term
company initiative. It will become a
genuine synonym for executive
leadership. Soon, CEOs in successful
organizations will say, “Of course we’re in
the midst of transformation. It’s the new
normal in the life of our business.”
This article first appeared at www.ceoworld.biz, reproduced with premission.
Although embracing transformation represents a radical departure from
how many corporations have been managed for many decades, the KPMG
survey findings – revealing the high level of confidence CEOs feel about
pursuing growth, facing disruptors and taking transformative measures –
suggest that leading global organizations will rise to the challenge. Setting
the course for growth in this more competitive environment will require
new strategies, new tools and methods and new thinking, all with a laser
focus on rapid execution and a perpetual transformative mindset.
. Mark A Goodburn is Global Head of Advisory for
KPMG International. He is focused on helping
clients succeed by driving growth, managing risks
and enhancing their performance in an evolving
marketplace.
Did you know that we have a website as well?
www.peopleandpurposejournal.com
Click on the link for more interesting content!
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Review
The Magic of Freedom?British training company Happy Ltd has been rated best for customer
service and work/life balance among many other awards. Henry Stewart,
Chief Executive, has written a book about the story of Happy and its
achievements. The book has a clear tone, comes with real-life examples,
provides evidence where required and poses thought-provoking
questions – overall an enjoyable read. From the title you can guess you
will find a public declaration of the methods, views and motives of the
author.
Stewart’s Happy Manifesto is based on ten points:
Book details:
Henry Stewart: The Happy Manifesto: Make Your Organization a Great
Workplace; Kogan Page; 2013. The book is available on amazon.co.uk
and amazon.com.
Most of the points are about giving freedom to your people and trusting
them. With his book Stewart aims to help the reader put in place the
structure that makes freedom and trust possible in his/her organisation.
Ági Galgóczi
The Happy Manifesto shows an
aspirational alternative, it can help
some managers and organisations but
it is still not a panacea which will “Make
Your Organisation a Great Place to
Work – Now!” Don’t get me wrong, it is
a great book, the idea has potential but
I can’t see how it could be applied in
every case. I find it hard to believe that
all employees can work without rules,
and in my experience not every
manager has the freedom to influence
the structure, choose their people and
put together a dream-team. If managers don’t have the freedom to
choose people for their team, or if they inherit an existing team with set
preferences and habits, further work will be needed before they can
provide the level of freedom suggested.
It is apparent throughout the book that Stewart believes in guidelines
rather than rules. He says managers don’t give enough freedom to their
staff and it could be much more effective if your people made most
decisions themselves. Stewart describes the hierarchy of management
needs, based on Maslow’s well-known pyramid, which highlights
workplace safety, comfort, reward and communication as necessary but
insufficient for motivation.
Stewart proceeds to expand on organisational approaches to develop
challenge, support, trust and freedom as the management behaviours
leading to high performance.
How To Build a Stronger Team
Purposeful Teams
10 leadership actions to help your team flourish
1. Develop a team that is made up of people with different experiences
and strengths. Successful teams are diverse, with a wide range of
complementary strengths; each person performing in the role that plays to
their strengths and in which they can thrive. Diversity of perspectives is
crucial for innovation.
2. Involve your team in co-creating an aspirational vision, so members
have a clear stake in the organisation’s success. Seeking your people’s
views generates immediate engagement and a stronger connection
between activity and outcome.
3. Talk about “why” as well as “what.” Foster the team’s shared aim
by describing the impact of their work so that members understand the
link to a greater purpose. There is a stakeholder, a customer, or even
society at large that benefits as an end result of the work they’re doing.
4. As part of planning and managing challenges, identify and
communicate a clear outcome. Review past similar successes and
identify the factors of that success. You can then use these to shape your
response to issues.
5. Specify and agree clear metrics and targets and agree shared
performance outcomes. This establishes each person as responsible for
their own performance, seeing growth opportunities, owning mistakes, and
setting and reporting against their own SMART objectives. This investment
of time benefits the leader by allowing you to spend less of your time spent
on ongoing monitoring.
6. Discuss performance at all levels, all the time. This means the
organisation’s performance, the team’s performance, customer
responses, and individual contributions and actions. All of these elements
contribute to the outcome, satisfaction, and experience.
7. Take the role of facilitator, rather than team manager. Ensure that
you give thinking time and space to staff members when discussing
projects or challenges. They may need time to think issues through,
explore options, or identify likely obstacles.
8. Create successful team conversations by encouraging positive
communication. The ratio of positivity to negativity is a fundamental
driver of good relationships as well as productivity. A successful team
looks to have between 3 and 6 positive statements for every negative
statement. Successful teams also listen more than argue – they spend
more time seeking to understand rather than asserting their own point.
9. Use “Yes AND…” rather than “Yes BUT…” in discussions and
meetings. This indicates that you’ve heard the other person’s point, and
allows you to build on the previous statement. It is a small language
tweak, which generates collaboration, rather than argument.
10. Expect accountability and at the same time practice visible
forgiveness to defuse blame when things do go wrong. This will
allow you to move on to resolve issues and safeguards the team’s
willingness to try new things, take risks, make mistakes and learn.
Apologising and showing forgiveness are some of the most important
ways of building trust, and encouraging open communication.
Eszter Molnar Mills is a strength-based leadership and
organisation development specialist and founder of Formium
Development. She helps organisations and individuals reach
enhanced performance by reflecting on what works, and
developing skills and strategies for improvement.
Career
Navigate Your Way to a Brighter Future!
So what are the options for today's aspiring managers and executives, the
leaders of the future? In the twenty-first century digital age, careers are
much more malleable, and the traditional career ladder has been replaced
by the career roller coaster. A typical career path is now likely to have
many twists and turns and feature constant change.
Steve Preston, the Career Catalyst, shares 10 ideas to develop your
career and manage the career rollercoaster. You will find additional details
in the three audio files above.
Climbing the career ladder, and being able to see that next step clearly, in
order to map out your longer team career progression has historcally been
a key motivator for many people regardless of the sector or organisation.
However, there is arguably no such thing as a traditional career path
anymore, and there are certainly no jobs for life.
1. Take control, become the architect of your own future. Personal
leadership and knowing how to break through the barriers to career
progression, or navigate the career transition maze have now become
absolutely paramount.
2. Accept that your career might be better moving sideways, or even
downwards. This is a significant shift to looking at careers – no longer
as a ladder but as a roller coaster. A sideways or downwards move to
acquire new skills or gain a new perspective could be beneficial for you
in the longer term, especially if this means moving into a job or career
that is more fulfilling and provides for better opportunity to become an
expert or specialist.
3. Find an external perspective and support. Many organisations
provide mentors and coaches. Some companies have formal
mentoring programs, where you work with people in higher positions
within the company. Professional coaching can always be a great
benefit to you, help you unlock your potential, overcome any barriers to
success in order that you can fulfil your talent and maybe fast track
your progression.
4. Job shadowing, acting up, and secondment. For many people,
these can be excellent strategies if you can find a suitable opportunity.
If you know someone who has a job you aspire to and is happy to
share their knowledge and experience, even for the day, then go for it.
5. Self-promotion. Modesty and British reserve make it very difficult for
many people to blow their own trumpet, but if you don’t, then nobody
else will.
6. Learn to manage your boss. Show real commitment. Your boss can
be your best supporter if you help them become more effective in their
role and make their life easier.
7. Acquire new knowledge and transferable skills. Study for a
qualification. Grow personally as well as professionally. Positive people
who are constantly radiating energy and looking to grow personally as
well as professionally are a sought after commodity.
Recognised as 'The Career Catalyst'®, Steve
Preston, author of ‘Winning through redundancy -
Six steps to navigate your way to a brighter future’
has transformed the lives of thousands of
executives and professionals. A top career coach,
Steve thrives on inspiring people to unlock their
potential and fulfil their talent. His Career Catalyst
website features breakthrough coaching and
inspirational Career Development products. His
company SMP Solutions, provides a range of
Career and People Development services.
8. Build your network. Within the organisation, think about people who
can influence your future. Developing your networks externally is equally
important if you are looking to develop your career outside of the
organisation or being well connected is a benefit to the organisation.
Nowadays developing a good network, especially via LinkedIn, undoubtedly
enhances your professional standing and personal brand.
9. Dress professionally even on business casual days so that you stand
out from the crowd.
10. Deliver solutions not problems. Problem solvers get promoted or are
head-hunted. Make sure that you become a problem solver, rather than a
problem deliverer.
Download your
free guide here
Building on strengths and using Positive Leadership for managers
Creating a compelling vision and translating the vision into action
Building a successful team
Coaching for enhanced performance and holding effective
performance management conversations
Developing your management and leadership practice
Get your straight-forward, actionable tips to
Become a Thriving Leaderthrough:
Perspectives
Don’t Just Survive,Enjoy Your Work
Find your strengths, put them to work and you are going to be happier,
more motivated and increase your performance.
Can you name your strengths? People usually struggle, we can’t help it,
most of us think it’s an arrogant thing to do. But you should not be modest
in this case. In August I took part in the 2015 Strengths Challenge
designed to help people develop their strengths. It’s based on positive
psychology so the focus is on personal growth and development, rather
than finding and fixing ‘failures’. Everybody is a unique character and has
different interests, skills, and of course, strengths. The key to living a happy
work-life is to find things you are good at, those qualities that are distinctive
to the individual, and use them. There are scientifically proven benefits of
putting your strengths to work, here are 5 from the official site of the
Challenge:
Too many people hate their jobs, which I’m sure you’ll agree is a problem.
Even if you quite like your role, there is always room for improvement. You
spend most of your day at work, you chose a career, and you should enjoy
it not just work to pay the bills. Of course, paying the bills is important but
what if I told you, that it is possible to enjoy what you do to make a living?
Sounds unbelievable? It’s not. There is a way you can make work a little
bit easier and more enjoyable, which will work even if you already love
what you do.
Perspectives
By strengths we mean something you are good at and enjoy. This
description is from Michelle McQuaid’s book, Your Strengths Blueprint:
How to be Engaged, Energized and Happy at Work. She and her team are
the developers of the 2015 Strengths Challenge. You can have different
kind of strengths, these could be good skills, talents, values. “So how can
I discover my strengths?” you may ask. The first step in the challenge is to
identify your strengths. Strengths are stable, yet we use different strengths
and skills in different situations. You can easily build up your character
strengths profile, discover what it is you’re actually good at and enjoy
doing using the VIA survey.
The VIA Inventory of Strengths is a psychological assessment tool
designed to identify an individual’s strengths profile. It’s a free survey with
240 questions and the assessment ranks the 24 strengths in the order if
their relevance for you.
Once you are familiar with your strengths you can start the challenge. It’s
an 11-minute daily exercise to develop a strengths habit. Our habits run on
the simple loop of cue - routine - reward. Everybody has 11 minutes a day
to spare; and you can take that time to develop your strengths and turn a
job into more than just a chore.
Ági Galgóczi is the Managing Editor of People &
Purpose - the Positive Leadership Journal.
You can contact her via e-mail
or you can follow her on Twitter @galgiagi
Pick one of the top five strengths from your VIA survey results that you want
to improve. I took part in the challenge and chose my strength of creativity
to develop further. Some people say you have to born as a creative person.
I don’t believe in this, in my opinion you can improve your creativity just like
any other skill.
In the 11-minute exercise, in the first thirty seconds you cue the habit. A cue
can be almost anything, such as a special time of the day, a visual trigger or
a significant place. My cue was my lunch break, after I finished my meal.
(And the same period when I practiced it at home on my days off.)
Then you start to practice your strength for ten minutes. You have to come
up with an idea that you think could be useful to improve your chosen
strength. I decided that I would learn about different kind of projects on craft
websites like Weheartit or Pinterest and watch tutorial videos of DIY
projects on YouTube. Sometimes I was an eager-beaver and spent more
than ten minutes with the practice. I think you just have to find a way to
make that 10-minute practice fun. Find your spoon full of sugar that helps
the medicine go down – as that wise woman, Mary Poppins has said.
The final thirty seconds of the exercise are the most fun part, when you
reward your behaviour. The treat can be emotional or physical, anything
that produces a natural rush of the feel-good chemical dopamine. You
deserve a nice latté or a short CandyCrush session. My reward was ten
minutes of group messaging with friends.
And that’s all, the eleven minutes are done. Based on scientific research.
Easy. Fun. I feel more creative at work and enjoy challenges that require
creativity. If you are intrigued you don’t have to wait till next year to start the
challenge, you know the secret and can start right now. For guidance keep
your eyes peeled for the 2016 Strengths Challenge.
5 of the Best…
…Leadership blogsWe believe that great leaders are made not born. We have brought
together a list of 5 thought-provoking blogs which can give you
ideas to develop your skills and guidance on your leadership
journey.
Dan Rockwell empowers you in 300
words daily. Enjoyable and makes you
think, reading this blog could become an
important part of your daily routine.
If you would like to focus on your
personal leadership or self-
development, this blog could give you
some great tips and ways to motivate
yourself.
This blog’s main focus is on helping
managers to improve their leadership
and team management skills, helping
them identify the fulfilling purpose of
their work.
Art Petty’s blog focuses
on developing leadership
skills by concentrating on
professional presence.
Critical thinking is also a
central theme on this site.
This blog is aimed at
leaders at all levels. Tips,
lists, strategies to help
managers to perform at a
higher level.
+1We could not complete this round-up without
including Gordon Tredgold’s leadership blog. Hear more from Gordon in our interview.
Did we miss out an important and follow-worthy leadership blog? Tweet us your favourite ones
@People_Purpose
Recommended Reads
Presenting accessible, practical strategies based on rigorous research,
Positive Leadership contains inspiration and insights into what makes
organisations flourish and how leadership can drive outstanding results.
Starting from an examination of what makes 'positively deviant'
companies - those which produce extraordinary results -
exceptional, Prof Kim Cameron demonstrates the impact that positive
leadership and virtuous behaviours have on productivity and financial
performance.
Leaders are reminded of the role we can all play in furthering 'the best of
the human condition' through the practice of these positive
leadership strategies:
Positive Leadership: Strategies for Extraordinary Performance
by Kim S. Cameron
Kim S. Cameron (2012) Positive Leadership: Strategies
for Extraordinary Performance, 2nd edition published by
Berrett-Koehler is recommended by Eszter Molnar Mills
and available on amazon.co.uk and amazon.com
Words to Live ByWords to Lead By
Pete Hamill, author of Embodied Leadership shares the
best piece of advice he has received:
Many of us try to be perfect, we want to get it right, we want to do the right
thing. It's probably embedded in heroic leadership, all the movies we see
where people are great heroic leaders, and acting in wonderful ways.
However when we form a relationship with somebody at any sort of depth,
we form our relationship as much with their vulnerability as we do with
their brilliance.
It is very hard to form a relationship with perfection. This idea is really
important, because I think it eases the pressure of trying to be perfect.
In reality, we're all human, and therefore, we inherently distrust that
perfection we seek in others, and it's our humanity that bonds us together.
It is very hard to create a relationship
with perfection.
Find out more about Pete Hamill, his work and thoughts on leadership in
our next issue.
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