Don’t just be a boss — be a leader. Maximize your leadership skills in the five most crucial areas: decision making, executive coaching, leadership training, strategic management and understanding your leadership style.
Situational leadership changes depending on the type of leadership (direction and support) each of your employee’s needs. Emotional leadership is based more on the theory of emotional intelligences and relates to the situation at hand.
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Leaders who excel at developing talent use every opportunity to squeeze in a learning moment. Mistakes, especially, are a prime opportunity.
Much has been written about Netflix’s embarrassing flip-flop earlier this year. The kerfuffle was over CEO Reed Hastings’ unfortunate decision that he quickly reversed when his customers protested loudly. In the process, Hastings forgot to do one key thing: offer an apology.
Make time to think. Rodin’s sculpture “The Thinker” depicts a man deep in thought. His right elbow rests on his left knee, which is hard to do. Thinking is hard, even painful, but it’s crucial for success.
“What if?”—the ability to imagine things as they never were—is a key executive skill. After pinpointing what you’d like to change, make a list of the clichés that keep everyone on the same playing field. Then take those clichés and twist them. What can you invert or scale to bring a fresh perspective?
“Presence.” You know it when you see it: Bill Clinton and Ronald Reagan had it. Gerald Ford and Jimmy Carter did not. Dan McCarthy suggests using these acting techniques to gain stage presence:
When you know a big decision is looming, put it on your agenda for the beginning of the day or after a break. Second, remember to engage with consumers’ hearts, not just their minds.
When interviewed about AT&T’s layoffs in the 1990s, CEO Robert Allen said something like, “What do you want me to do? Go on TV and cry?” Hank Gilman, of Newsweek, says, “We called it In-Your-Face Capitalism.” And that landed Allen in the “Bad PR Hall of Fame.”
If people don’t feel safe bringing bad news to you, then they’ll never want to bring anything but a rosy outlook. “So I had to change how I behaved, and start to thank people for bringing me bad news,” says Joseph Jimenez, who took over as a division president for an underperforming company.
Copying what works for one leader and applying it in your own workplace can bring poor results. Moving from good to great means knowing who you are and what you are meant to do.
A great reason for failure won’t save one dollar for your investors, one job for your employees or win you one new customer. It won’t make you feel any better when you declare bankruptcy. Just win.