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For example, the obvious goal is to return to normalcy. To employees this means ensuring that their job survives, while an executive worries about stopping the revenue loss. Return to normalcy. Challenge the Process: The organizational processes are stressed in any crisis and may become dysfunctional. A leader in crisis must have the flexibility to adapt to the situation, regardless of the inherent processes of the organization. Flexibility to adapt. Enable Others to Act: In a crisis, much more than in normal operations, effective partnerships are critical to the success.

Simply put, partnerships save lives. Encourage the Heart: Taking care of the response staff is not much different in a crisis as in normal operating situations. What is different is the stress the team is under and how fast this can change. A leader in crisis needs to be more aware of the physical, psychological, and mental condition of the team. An operative that has been controlling an evacuation for 12 hours straight may need time out to regroup.

The leader must be aware and respond. It is critical for a leader to be aware as the environment becomes dysfunctional or begins to stabilize. Today, our world is routinely in crisis mode. And even though one leadership style does not fit all, when it comes to dealing with a crisis situation, we are fortunate to have a guide like The Leadership Challenge to serve as the foundation of organizational crisis response and recovery.

He can be reached at gmeriwether uriahgroup. Who is the one person, event, or influence that made you who you are as a leader? Twenty-one eager and excited participants from several nonprofit human services agencies joined us at our venue, Camp Joy, for the workshop event. Not even buckets of rain the first day could dampen the enthusiasm of the group. And they may have reached a new high in presenting recognitions to each other, based on how often we needed to re-supply the awards table.

Our participants have really hard jobs. They provide programs and assistance for the aged, orphans, distressed families, the infirm, the disabled, and those seeking work who are frequently pigeon-holed as unqualified. They struggle with finding and keeping good people, and finding the resources to do what needs to be done.

And yet, in spite of the difficulty of their jobs—or perhaps because of it! They wanted to learn to be better leaders and to challenge themselves. They wanted to make every other leader in the room better, too. And yes, they struggled. Many spent an unusual amount of time exploring new and uncomfortable territory while working on their personal visions.

They stretched their beliefs about themselves, shattering false limitations they held about their capabilities. And they reached out to build new and deep relationships, which for many is never as simple as it sounds. Nearly 30 years ago when work with The Leadership Challenge first began, we would ask workshop participants to imagine if all of their people were volunteers what would they need to do, as leaders, to get them to bring their hearts, souls, minds, and spirits to work.

How would they motivate others to show up every day and work hard and long for a cause or a customer if there were no paychecks, benefits, offices, and other perks? Inspiring volunteers to want to struggle with you—and for you—is still one of the best tests of genuine leadership. And our nonprofit leaders grasp and model this core concept of leadership far more than most. What they may never realize is how much I and everyone who participated in delivering this program ended up learning about leadership from all of them.

In fact, a story shared by one leader truly speaks to why I consider my ability to offer this program such a gift, and also validates the work that all of us in The Leadership Challenge community do. He went on to say how lucky and privileged he was to have her as his boss and friend. In the end, it seems to me that this is the most valuable lesson of all: that leadership does make a difference. A rousing thank you to everyone at Wiley who continues to support the Masters Give Back program.

You are making a real difference in the Cincinnati community—for the aspiring leaders in our nonprofit agencies and especially for those in need whom they serve. Steve Coats , Certified Master of The Leadership Challenge, is managing partner and co-owner of International Leadership Associates, a leadership development education and consulting firm.

For over 25 years, Steve has taught, coached, and consulted with executives and all levels of managers around the world in leadership development, team development, personal growth, change, and business strategy. Steve can be reached at stevec i-lead. Do you have what it takes to become a pioneering thought leader who can create an ideas revolution? Read more here. We are fascinated by stories of victory against all odds. We love tales of good over evil and take delight in seeing the underdog come out on top. And, we love to see people succeed without compromising their truth and integrity.

In fact, there is always something very special about the Olympics that excites our own potential. And one Olympic event in particular, the games of , I still find remarkable when I consider all that was achieved in spite of the greatest of odds. What I love about this story is no doubt true for others as well: we love to see people win when we believe that they deserve to win.

This is especially true of the eight-man crew that won the Gold Medal in the Berlin Olympics. In general, these young men were very different from the privileged and wealthy athletes that dominated the sport. This team did not take steroids. They did not use illegal equipment. They did not sabotage their competitors. In addition, the global backdrop for our Boys in the Boat is important to understand in order to fully appreciate all that they achieved. In , the United States was still entrenched in an economic depression.

West China was in famine. Yet in spite of some very steep odds, in front of Hitler and the world, our USA eight-oar crew beat Germany and all competitors in an intense and very close race. Their victory in Berlin demonstrated that leadership and integrity, the ability to overcome conflict, and a commitment to a greater good were key factors for success in the Olympics and beyond.

In essence, The Five Practices were central to their success. Bruce Leamon , M. He can be reached at bruce leamongroup. As a leadership coach, leadership presence and resilience have always been my interest. And recently, this really hit home as I walked the battlefields of Gettysburg with a Brigadier General from the U. Army War College. As we talked about all that happened on that sacred ground so many years ago, the leadership lessons became evident.

It is clear that the generals and other corps commanders did not fight the Battle of Gettysburg alone. How were all those brave soldiers motivated to keep fighting—even willing to die? Inspire with a clear vision. Learning how to inspire through a common vision takes practice. Leaders can seek out feedback from trusted colleagues to get better at putting emotion and imagery into their visions. How do I know they are getting what they need to be inspired? One of the most criticized decisions of the Battle of Gettysburg—a decision involving the attempt to take two important hills—was the result of what was clearly a miscommunication between General Robert E.

Lee and General Richard Ewell. In fact, his choice of words turned out to be a serious misjudgment that resulted in the loss of lives and set a different course for the battle. Cultivating effective delegation skills is a crucial leadership competency. First and foremost, leaders must be clear about whether they just want a task done or whether they are actually delegating the authority to discern or change course, if needed.

Before delegating or giving even a simple directive, leaders should pause and consider whether authority is being delegated. How can I reinforce his or her role in a successful outcome? Be flexible in the moment. Each of the Gettysburg leaders had their own style, to be sure. But more than style, it was their behavior in the moment that determined whether an engagement was successful or not.

Communicating in the moment is a complex task requiring not only a clear vision but important decisions about what and how much to communicate to those seeking direction. Think about what values you rely on to frame critical communication and directives? Review those times when a quick analysis and decision was required. What can you learn from your actions and the ultimate outcome? Ask for feedback from those involved to gain their perspective. Enable, coach, and Encourage the Heart. Stories abound about how the Gettysburg leaders created instant relationships with their men.

To follow a leader in any circumstance—especially under the most arduous situations—requires a humanistic connection. Respectful nicknames were common during this battle. On the battlefield, as in the workplace, the common thread that weaves through effective leadership is relationships. Whether building immediate or enduring connections, the words and actions of leaders have a profound influence on those willing to follow and those willing to be a part of an ongoing drive for success.

Take up the challenge, leaders. It just takes practice! Holly Seaton, Ph. In her executive coach and consulting psychology role, she helps leaders give meaning to their LPI feedback and move from intent to leadership action. Leaders often fear the exposure and vulnerability that come with direct and honest feedback.

Having one or more practice activities that you engage in on a daily basis will go a long way to improve the frequency of this essential leadership behavior and, as a result, improve your effectiveness as a leader. Begin today getting comfortable with honest dialogue by engaging at least one team member or constituent in conversation for feedback.

Reflect on that experience at the end of the day and write down your responses to the following:. For an additional online activity, use the instant feedback of Twitter to build your feedback experience. Consider setting up a Twitter account for an appropriate project or initiative. Then ask your team members or constituents to report developments, react to ideas, and post suggestions online.

Remember that leadership is a dialogue, not a monologue. Modern Terminals Ltd. A key component of that continuous improvement focus is leadership development. Indeed, a central belief sees leadership behavior as one of the key drivers of company culture, together with people programs, policies, and organizational structure. Aligning Values and Leadership Behaviors. When it came time to conduct its strategic review a few years ago, the organization took action to revisit its vision, mission, strategies, brand promises, and culture values.

Senior management felt that it was very important that the cultural values be the guiding principles and foundation for everything they did, and that the leadership team live by and lead with a set of leadership behaviors that reinforced and embedded those cultural values. There was such close alignment that the decision to embrace and adopt The Leadership Challenge was an easy one. Engaging the HR team in formulating a new vision. As she considered each of The Five Practices, she saw how the behaviors and principles around Inspire a Shared Vision could be used to create an even more engaged HR team.

In particular, she saw how this Practice could be used to enlist her HR team in creating a common vision. And she knew the forum she would use to put this new process to the test. Each year, the HR team holds annual review meetings to Challenge the Process by asking two key questions: What are we doing right? Theresa and her managers h ad their own views about what they wanted the vision to look like and knew they could develop one in short order as a small leadership team.

However, rather than developing and refining their vision just among themselves , they committed to making the vision process an inclusive one for the entire team. And we put a lot of effort into crafting well-thought-out questions for this purpose. The full HR team visioning session began with important discussions around:. All participants were asked to think high-level—as a team, as part of the larger organization—rather than focusing on their individual team roles.

They were encouraged to consider all areas of their work for their input and ideas and, most importantly, to share their dreams for the future. HR is a strategic partner to the business. We are a committed and professional team which contributes to making MTL an employer of choice. Cheer - Me - Up Stations , for example, started small. They initially were set up as kiosks, once every other month in different MTL work locations where people could come to get healthy snacks and drinks. Staffed by members of the HR Employee Relations team around shift-change times, operations employees many of whom do not have work computers could learn about sports and recreational activities, volunteer work opportunities, staff benefits, policy changes, pay adjustments and bonuses , and more.

The HR Employee Relations team also took the time to ask employees how they were doing—to provide an opportunity just to talk —and received very useful feedback regarding changes in company policies, ways in which HR could be of more assistance, etc. Walking the talk of The Five Practices. The Five Practices are now deeply-rooted in the culture of the organization and, specifically, in the behaviors of its HR leaders.

Now they are just part of my DNA. Inspire a Shared Vision : The learning of this Practice inspired Theresa Lai to hold multiple visioning sessions, inviting all team members to participate in crafting the overall vision and providing a forum for all voices to be heard. Challenge the Process : While regular review meetings are standard as a way of engaging the team in finding new ways to improve their work, incorporating the learnings of The Leadership Challenge has reinforced the importance of Challenging the Process for the team—to take the initiative to innovate and experiment.

Enable Others to Act : Fostering collaboration, building trust, facilitating relationships, actively listening to all points of view. HR leadership did an exemplary job of involving all 18 members of the HR staff in the process of generating ideas on how to achieve the vision. Encourage the Heart: They recognized team members by agreeing to do what they proposed, and supported the initiatives by actively participating in those activities. HR managers use the monthly meetings of the whole HR team to recognize efforts of team members in projects or for just going the extra mile.

Creativity and innovation have continued to flourish within the HR units at MTL over the past 18 months. In part this is a result of the exemplary leadership the HR Leadership Team modeled so that others could follow. It is also due to how fully the team embraced the Practice of Enabling Others to Act that resulted in the creation of their powerful vision that is driving positive organizational change and engagement.

He can be reached at mdterence tacsen. Tom Pearce, a Certified Master of The Leadership Challenge, is a popular facilitator, speaker and team developer whose personal mission is to amplify the greatness of others. He enthusiastically carries out his vision through his coaching, training, and mentoring with clients across the U. He can be reached at tompearce ileadusa. Years ago, I bought a piano. I always wanted to play. But after a few short weeks, I came to the conclusion I had made a financial blunder in buying it. I still very much wanted to play the piano, but I discovered that I did not want to learn to play the piano!

I also made note of something much more subtle that I will remember perhaps more than their opening session comments. They were present, engaged, and contributing. They asked questions. They participated in discussions. And they offered their experience and knowledge freely to all. Thanks guys for the clear reminder. One of the keynote speakers, Dr. Leaders recognize that Challenge the Process is as much about challenging oneself internally e.

And it seems there will always be an abundance of iron clad rules, routines, and personal beliefs conspiring to keep the status quo in place. That is why we need leaders to challenge the way things are done. There were a total of 26 breakout sessions, facilitated by practitioners from around the globe who openly shared their talents, experiences, and stories to help everyone in attendance learn to lead more effectively.

It was such a great example of mass collaboration and the collective desire to help everyone grow. There was, as always, an enormous amount of genuine and well-deserved praise and recognition provided. And one very important thing that attendees learned or re-learned was how vital encouragement is in creating an environment for extraordinary achievements to occur. As many of us who are part of The Leadership Challenge Community know, a shared vision is different than a big, ambitious goal.

Bravo to everyone at Wiley and elsewhere for their tireless work to bring that big vision to life in such a meaningful and rewarding way. I was thinking back on the presentation by keynote speaker Keni Thomas, one of the leaders of the 3rd Ranger Battalion immortalized in the book and movie, Blackhawk Down. The overarching message of his keynote was that leadership is all about the example you set. And it occurred to me that there is a difference between an extraordinary storyteller and someone who changes lives.

Nor will they forget the lessons he shared, about standing the line and never leaving anyone behind, especially those who might appear to be a little slower or more challenged in their learning. Thank you for your service Keni, not only on the battlefield but for all the people in the world you continue to touch and inspire.

And finally All that being said…there is little I find more joyful and inspiring than being around really smart and creative people who are graciously willing to teach, coach, mentor and yes, be good friends. Thanks to all for creating a stimulating and rewarding learning environment. Steve Coats, Certified Master of The Leadership Challenge, is managing partner and co-owner of International Leadership Associates, a leadership development education and consulting firm. Save the Tiger : Have you found meaning in your work? Another season. Harry Stoner, the main protagonist played by Academy Award-winning actor Jack Lemmon, is successful by most external measures yet is on the edge of ruin as he struggles to find significance, inspiration, and meaning in his life.

He wants more than just to survive. Indeed, he wants to be in love with something. A dog. A cat…something! What does that look like? They have to be able to articulate to others what the meaning is in the work that they do. Think of this as one of the first steps on the path to having a vision. Another year? Another season? Leaders in the world of business often have trouble being visionaries within their organizations—and that often is a result of an inability to see meaning in their work. If your work simply represents a paycheck, it will no doubt mean no more than that to the people who report to you.

I encourage you to find meaning in what you do. This article was originally published on LinkedIn Pulse. Research has shown that people are more likely to honor their commitments when they share them with others. Tell your manager, your coach or a close colleague what actions you intend to take and when you will take them. Make an agreement to meet with that person at a certain time to review your progress. Kouzes and Barry Z. All rights reserved. As leaders, facilitators, or coaches, we all have some idea of the impact we can have on others.

But our personal interactions with others—whether professionally or personally—can also be life-changing in the long term. This is a lesson that was brought home to me most recently during a memorial service for a long-ago colleague and friend. Originally from Australia, I currently live and work in the Middle East, in Dubai, but was back in my home-country after a protracted absence.

Although we hadn't been in regular contact, his partner emailed me to pass on the news and to ask if there was anyone from all those years ago who could speak at the service. It became clear my return was timely and I was very pleased to accept the honour myself. The heart-warming memorial service was held on a bleak, wintry day in my former hometown of Melbourne, attended by friends from his varied theatrical and television career. As I had also had a career in the television field as a producer of prime-time drama, I began my tribute by describing how I had first come to know our friend and colleague, when I was asked to take him on as a director.

Although I was more than a little reluctant at first, I came to see our friend for the exemplary leader he was, how over time he developed as a leader, the positive impact he had on those around him, and how he continually pushed his own creativity as well as the creativity of others. On reflection, much of what I spoke about during my tribute was how our mutual friend Modelled the Way and, as a result, how others developed a deep respect for him; how his attitude and what he spoke about inspired others and how he Challenged the Process—challenging himself and those around him to go higher, to deliver better results.

I told his gathered friends of the significant trust and respect that I developed with him, as his leader. After the service finished, I was approached by two former colleagues. It had been a long time since we worked together and even as they shook my hand and said their names, I still had trouble remembering more than a few fleeting details about them.

But as we caught up on what we had all been doing with our lives one of them said something which absolutely shows how Encourage the Heart resonates—has an often huge impact on the other person, not just in the moment but significantly beyond that. At least 25 years later he still remembered how I encouraged his heart! Did I remember sending those memos, which he still has? Of course not. Some of us might struggle to remember what a 'memo' was But the lessons from that encounter are very clear to me: the impact of what we do and what we say stays with the other person long after that moment has passed and long after the person who said it has gone.

Of course I remember even from back then when my own heart was encouraged. What I didn't expect, such a long time later, was that what I'd done to Encourage the Heart of another would still be remembered—and kept. What a gift this former colleague gave me after all those years, telling me that he still remembered what I did. What a lesson this is for leaders everywhere. What you say and what you do stays behind, like footprints in the sand. As leaders, we have to make sure they're the 'footprints' we want to leave. And, as leaders, we have a choice in that.

So often the leaders I'm working with struggle to Encourage the Heart for a variety of reasons, not the least of which is that others have not encouraged their heart. If only all aspiring leaders could grasp the idea that when you do this, it can resonate in the heart of the other person for such a long time and deliver such great results. Among his many contributions to the TLC community, he helped capture the powerful story of the Ministry of Tourism of Ajman one of the seven emirates of the United Arab Emirates into a video case study available on YouTube.

Recently I spoke about leading change in challenging times to a group of child welfare professionals. This leader told me of her renewed commitment to push local government and law enforcement officials to address the growing problem of heroin abuse in her Southeast Indiana community. Her passion and the potential impact of her work impressed and humbled me. And when I thanked her for working to make her community better, she also surprised me by responding, "You inspired me.

That said, one of my core beliefs is that people want to contribute to something greater than themselves. I do want to help leaders help others get to where they feel that they are a part of something bigger—to be inspired by that bigger picture. It also reminded me of what I've learned from Jim Kouzes and Barry Posner: that we inspire others when we're inspired. Charisma isn't limited to the great leaders like Martin Luther King. You show charisma when you speak—with conviction—about the meaning of your work, your world. Her leadership journey has included helping leaders at Charles Schwab and Company, Roche Diagnostics, and in her own consulting practice to fully engage those around them.

She can be reached at renee harnessleadership. Indeed, it is the only thing that ever has. Margaret Mead. Working in this field of leadership development, every once in a while we get the chance to work with aspiring leaders and organisations that are truly destined to make a difference, to make our world—now and for generations to come—a better place.

Well, since that time Hanif, Sammy, and the rest of the young leaders at ACF have been very busy—raising their voices and Modelling the Way to make a change in the world. Appalled by the recent activities of the Islamic State IS organisation, in particular the barbaric acts of violence like those reported in such U. Their view was that what the members of IS were doing was the antithesis of Islam. They also shared a belief that the only way to defeat the radical elements of Islam is for the moderate voice to prevail.

They wanted to DO something. They decided to launch a social media campaign that has gone viral. From the streets of London to cities across the U. President Barack Obama, in his recent address to the United Nations General Assembly, paid tribute to the work of these young leaders. And within the local communities in London, it most importantly has engaged both moderate and radical Muslims and Christians in a debate about the kind of community they want to build. These young leaders of ACF have found their voices and, even more importantly, have found the courage to speak up in a deeply divided community.

No doubt there will be consequences, both good and inevitably bad. But this is exemplary leadership at its best—great leaders I think we all can learn something from. He can be reached at chris questleadership. For more information about ACF, visit www. One important challenge Jim Kouzes and Barry Posner often raise addresses an issue nearly every leader can identify with: in a business climate defined by change, how do we find time to recognize and encourage others?

In an event Jim participated in a while back with Sonoma Leadership Systems, he had a few suggestions that inspire us in our work with clients every day—a few simple yet powerful actions we all can take to thank and inspire others:. Daily Action : Thank each person on your team at least once a day for contributing to high performance. Daily Practice : Ask yourself "What have I done today that demonstrates the values that I hold dear to me? What will I do tomorrow to demonstrate my values?

Delivering a wide range of Department for Work and Pensions DWP and Jobcentre Plus employment programmes, the company works closely with employers and partner organisations to empower individuals with the skills they need to move off benefits and into sustainable employment. With well-established roots in IT consultancy services, Seetec also supports employers with recruitment, training, and IT solutions, implementing customized, cutting-edge systems for businesses.

Within a year, a learning culture was taking root and the department had created a multitude of learning and development interventions to ensure that staff had a clear career path and routes for internal promotion. One of these successful programmes was the Leadership Academy that uses The Leadership Challenge as the foundation for empowering Seetec staff with the essential skills of effective leadership.

Upon arrival at the workshop, attendees are provided with a full report that helps identify their areas of strengths and those that need improvement. The following two days consist of a series of sessions, supported by The Leadership Challenge book and companion workbook, that explore in-depth each of The Five Practices so that participants can really focus on steps they can take to more frequently practice the behaviours of exemplary leaders in order to become more effective leaders themselves. Now into its second year, the structure of the Leadership Academy has expanded to include additional learning components e.

This additional course of study further supports The Leadership Challenge Practices and principles, and certifies participants as a qualified manager and leader. The Leadership Academy initially offered Manager-level staff the opportunity to take charge of their development and help them reach their career goals while also helping Seetec ensure that talented individuals remained within the business. Now the programme reaches across the entire organization—from the initial group of junior managers to executives and members of the Board of Directors—to include all levels of leadership.

And feedback has been very positive, such as what one Spring Board participant wrote:. Everything is moving along beautifully. Then, out of nowhere, something unexpected happens. As a result, you feel inspired, motivated, enthusiastic, creative, supported, understood and, ultimately, you feel brand new—all in two days. The Leadership Academy has certainly delivered within its first year of implementation.

Seetec has already seen a positive impact on the business and management retention rates have increased as program participants now feel supported and challenged and can see a clear career pathway. We hope to have all of our managers experience the Leadership Academy within the next year and look toward further embedding a culture of learning throughout the organisation. Approaching every challenging task with positivity and enthusiasm, she has created high quality, successful learning interventions including workshops, online and distance learning.

She can be reached at claire. Seetec is a leading provider in the U. Celebrating 30 years in the industry, the company employs over 1, dedicated individuals. What is important are the choices you make when stuff happens. Take one day this week and communicate with at least one new or under-used contact. Then at the end of the day, answer the following questions: What new insight did you gain from your exchange? How might you use or build on what you learned? Should the contact be part of your regular network?

What is the best way to share your knowledge? You also must stay sensitive to external realities. Consider using podcasts or video links from external sources to support innovative new ideas or approaches to the way you currently do business thinking. Use key words to search the Internet for free podcasts and videos. Stay humble and curious. It will give you unprecedented depth in this day and age.

Beyond what I'm sharing here, Switchers is an invaluable resource for those looking to make a career switch. And this requires a different approach than the typical job search. She covers the five job search killers, networking and the 2nd Level Contact Strategy, rebranding your social media profile, and crafting your professional identity. Bias is a reality in the hiring process, and can be an especially difficult hurdle for Switchers. Learn to identify it and engage strategies to overcome it such as using your network to become an insider. Your career story is what will convince the hiring manager to pull the trigger and make the offer.

It should be logical, compelling, attention-getting, and genuine. You need to network to make a career switch. Second- and third level connections are where the action is! Most people in your immediate circle have the same information you do, so the goal is to get their network, because that is where your next opportunity lies. Asking for help makes most of us uncomfortable and we often go to great lengths to avoid doing it.

We fear rejection. We fear that people we think less of us. But the truth is we need the help and support of others to succeed. To be sure, leadership is fundamentally about asking people for help. Making matters worse, our intuitions about what should make others more likely to help are often dead wrong; our fumbling, apologetic ways of asking for assistance generally make people feel far less likely to want to help. We hate imposing on people and then inadvertently, we make them feel imposed upon.

But for some reason, we forget that when it is our turn to ask for help. Research shows that people actually like us more when they have been able to help us. It makes them feel good too—unless they feel compelled to help. In-Group Reinforcement. Those members of our group are the most likely to help us. The Positive Identity Reinforcement.

Most people like to think of themselves as helpful because it is part of what it means to be a good person. We reinforce that with gratitude and appealing to the things that matter to them. They need not bother. The Effectiveness Reinforcement. People want what they do to make an impact—to have meaning. If we feel we are not making an impact, we are likely to lose motivation.

People need to clearly understand the impact of their helping. Research shows that when people are unable to get any kind of feedback about how well they are doing on a task, they quickly become disengaged from it. Be clear up-front about what you want done and the impact it will have. And be sure to follow-up. Let them know how things turned out.

Reinforcements is written in an engaging way and is full of solid research to support the approach needed to get the help we need to succeed. It is practical advice for anyone asking for help in a way that will leave both parties feeling good about the relationship. How many working hours of the average day do you and your team spend in the Drama Triangle? This triangle was developed as a social model years ago by Stephen Karpman, a student of Dr. Eric Berne, the father of Transactional Analysis. It maps out a type of dysfunctional interaction that is common in the workplace and in our homes as well.

Karpman used this triangle to define three points that arise predictably in any dysfunctional real-life drama: the Persecutor, the Victim, and the Rescuer. Notice that all three of these are roles we can choose to play, or choose to step back from , at any time. Here are three ways you could choose to respond:. The classic enabler. One classic pattern is: boss attacks Persecutor , people defend themselves Victim , other people come to their aid Rescuer.

Be honest. How often do you really want to do that? A lot of the leaders we work with are shocked to learn that most of their workplace interactions fall within this dysfunctional triangle! Start noticing that the Drama Triangle game typically begins with one person — it could be you — taking up the Persecutor or Victim role.

Appreciative Inquiry in Leadership

For instance:. If not, could you think of anyone else we can get to help you out with it? Leave people enough time to readjust before the deadline. Your responsibility as a leader is to support your people, start good conversations, and make good outcomes possible. The Drama Triangle goes in the exact opposite direction of all three of those goals: it disempowers your team, starts lousy conversations, and makes terrible outcomes much more likely.

The only way to win this particular game to resolve not to play — and then stick with that decision! He oversees the corporate direction and strategy for the company's global operations including sales, marketing, consulting, alliances, and support. Under Mattson's leadership, the Sandler organization expanded domestically and internationally to over offices in 32 countries. For more information, please visit the Road to Excellence website. The Excellence Process consists of six steps that when taken in order and made part of your culture will turn excellence into a process and help to get rid of your blind spots.

He has curated ideas from 45 internationally—known doers and thinkers on the topics of entrepreneurship, innovation, and authentic leadership. But here are several that I found interesting my first time through the book:. We know that a startup is a temporary organization designed to search for a repeatable and scalable business model. The corollary for an enterprise is as follows:. A company is a permanent organization designed to execute a repeatable and scalable business model. Once you understand that existing companies are designed to execute, then you can see why they have a hard time with continuous and disruptive innovation.

It will happen especially in industries such as transportation, shipping, finance, and retail, but all kinds of companies and leaders should look into this much deeper. Of course, the big companies have an advantage due to the amount of data they often how. The startups lack this, and data is increasingly becoming king. Daniel Burrus: How to Anticipate the Future. There are an amazing number of things we can accurately predict when we learn how to distinguish between what I call hard trends, trends that will happen, and soft trends, trends that might happen.

Think of it as a two-sided coin. Agility is on one side, allowing you to react fast to unforeseen change, and the other side is anticipatory, allowing you to see what is coming and take action before the change occurs. Agility is basically reacting quickly to change. Agile innovation will keep you reacting to disruptive innovation created by others. They are indeed timeless. Brian Dodd examines in Timeless Kindle what it takes to reach the top of your profession.

How do you become the best at what you do? How do you become an Apex Leader? Dodd has selected the 10 key practices that Apex Leaders have in common. While character, patience and empathy are important for a leader to sustain their leadership, they are not necessarily the behaviors and practices needed to get to the top of their chosen profession. Here, Dodd focuses on the achievement side of the equation. What is required to be the best at what you do?

While Timeless will resonate with Christian leaders, the principles apply across all organizations and contexts. As readers of his blog have come to expect, Dodd draws on many examples from the world of sports. All of these principles are found in scripture and are being successfully applied by Apex Leaders in organizations of all types. Your team is your primary difference maker.

Apex Leaders look for skill, work ethic and passion when building a team. Apex Leaders Are Humble Humble leaders do not deny their talents but are thankful for them. Humble leaders acknowledge that no matter how good they are, they are in constant need of support. All successful leaders must be servant-leaders first.

They acknowledge they have been granted opportunities not for personal gain, but for the betterment of others. Humble leaders know they have not arrived. The mission and vision of what they are trying to accomplish is too important to remain the same. Apex Leaders Continually Improve Are you willing to be rebuilt? Pride and arrogance are enemies of continual improvement. Apex Leaders Form Strong Relationships One of the most impressive things about the leadership of Jesus was his continual focus on relationships. There is only one thing in your business which appreciates—your people.

The most important relationship a leader needs to cultivate and protect is the relationship with their family. If you want to accomplish anything great as a leader, you must surround yourself with competent staff. Worth thinking about: Almost all important decisions made about you and your career take place when you are not in the room. So, always leave a trail of kindness and respect behind you. Apex Leaders Make Others Better No matter how talented you are, you need someone who can make yourself better. Apex Leaders Show Consistency Organizations and their people suffer because of a lack of appreciation for consistent excellence.

No athlete ever demonstrated consistent excellence better than the legendary Hank Aaron. We over-celebrate big results and under-appreciate consistent excellence. Aaron reminds us greatness is not always achieved through short-term spectacular results but sometimes through long-term consistency.

Apex Leaders Lead by Example You cannot lead by example if you do not effectively lead yourself first.

Leading by example means putting the mission of your organization above your personal aspirations. Leaders who lead by example fight for unity. Delivering results requires preparation, decisiveness, talent, limiting unnecessary mistakes, energy, continual improvement, confidence, good health, and passion. The biggest game. The biggest stage. A leaders character and people skills make someone want to follow them. The ability to deliver results determines if someone actually will follow them.

By seeking out the experiences of others, we can grow faster with less drama. In The Book of Mistakes , Skip Prichard has created for us an absorbing fable of a young man and a young woman who are both part of a mysterious journey to learn the nine mistakes that tend to trip us up. While they make sense, they are not always intuitive.

The truths presented here often stand between us and success. The main story follows David whose life of promise has become ordinary. Through a life-altering event, he has a chance meeting with an Old Man who sets him on a journey that will take him to meet nine unique people who will share the nine mistakes and the impact these mistakes have had on their own lives.

The nine mistakes are framed by three universal laws that are found in an ancient book of wisdom. The parallel story is about Aria and how she comes to be the keeper of the book of wisdom and how she learns of the three laws. Printable Graphic. The three universal laws enable the nine secrets to creating a successful future. To avoid the nine mistakes, you need to:. Live your own dream. Recognize your inherent value.

They set expectations. Reject excuses. Surround yourself with the right people. More forward through challenges with determination and purpose. Act boldly with the knowledge that your potential success is unlimited.

Pursue your goals with urgency. You think about people, about loving those around you. Your first is important because you also must have a longer view, or you will never accomplish the goals that are hard and take longer. Each mentor David encounters has their own story that illuminates the mistake they share with us. Their experiences help to identify and relate to the mistake and help us to take action to avoid the mistake in the future.

Prichard brings a lot of wisdom to each of these common life issues. The story is engaging for young and old. Share this book widely because these are the kinds of mistakes that create regret down the road. At the end of your life these are the things that you look back on and wonder why no one ever told you about these pitfalls. We are never too old to learn them and some are more difficult to deal with because of the baggage that often accompanies them.

Now is the time to set your course. We work under the assumption that more is better. Morten Hansen thinks the way we work is broken. Not only that but how we manage and reward work, and how our culture recognizes hard work. What we call hard work may not be our best work. In Great at Work , Hansen reports on a five-year survey of 5, managers and employees, including sales reps, lawyers, actuaries, brokers, medical doctors, software programmers, engineers, store managers, plant foremen, nurses and even a Las Vegas casino dealer.

They discovered seven work smart practices. The first four involves mastering your own work, and the last three encompasses mastering working with others. Do Less, Then Obsess. The common practice he found among the highest-ranked performers in the study was that they carefully selected which priorities, tasks, meetings, customers, ideas or steps to undertake and which to let go.

They then applied intense, targeted effort on those few priorities in order to excel. He found that there were just a few key work practices related to this selectivity that accounted for two-thirds of the variation in performance among our subjects. Redesign Your Work. Redesigning work is about creating more value for the same amount of work done. The typical inside-out view, by contrast, measures work according to whether we have completed our tasks and goals, regardless of whether they produce any benefits.

The Learning Loop means you learn while you work. Doing great work requires that you are getting feedback every day. In his study, 74 percent of the top performers reviewed their work in an effort to learn and improve. On 17 percent in the underperforming category did. Aim for Passion and Purpose. You can have one without the other, but we should aim for both.

You may need to take a wider view of what ignites you. Expand your circle of passion by tapping into these dimensions. Become a Forceful Champion. Getting our work done often hinges on our ability to gain the support of others. Getting other people on board takes more than just explaining the merits of your project.

The best advocates in their study master two skills in this regard.

The Best Mentor You Can Find is Up to You!

Not just grit, but smart grit. Enlist others to help move your project forward. They become lone crusaders for their efforts—and they exhaust themselves in the process. The ability to lead teams is crucial to great work. As a matter of necessity, much of this work takes place in meetings. The trick is to encourage constructive fights in meetings with cognitive diversity. You must unite. Adopt Disciplined Collaboration. Hansen has identified two sins of collaboration : undercollaboration and overcollaboration. Some people talk too little, and some people talk too much across teams and departments.

He recommends disciplined collaboration. Fresh and compelling examples are used throughout to fully illustrate the seven smart work practices. N OW is where the future happens.

NPS vita for Frank J. Barrett: more info

In this moment we will take action that will affect our future or we will not. All we have is now. It is a flexible mindset so we can all learn to become a little more Nowist in our approach. One of the reasons that Nowists can see opportunities is that they are not stuck trying to protect their past; spending time and energy on something that no longer makes sense. Functional Impulsivity. But they do possess a certain kind highly impulsive functional thinking. In a study performed at the University of Michigan on impulsivity, researchers found that there were two impulsive traits.

And the kind that allows people to decide quickly with good results. They are good at deciding quickly under pressure and are willing to choose an option even at the cost of making a mistake that they can and are willing to correct as they go forward. Nowists take control of their time. You can avoid procrastination by changing your learning to see your future in your present.

They understand cause and effect. We all exist in the Now. It is only in the Now that we can think, do, or change anything in the future.


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A Nowist is an active optimist. They believe they can make good things happen and take action to create a better future. How does it feel to not be afraid? Steve Sims, the founder of Bluefish , has built a company that gets things done. Bluefish makes seemingly out-of-reach, change-your-life, experiences happen. He calls it bluefishing.

Bluefishing is about changing your mindset. Bluefishers look for connections. What are people passionate about and how can I find a win-win for their passions? Passion is something you have to discover—your own and others too. Bluefishers question everything. Drill down for it. Ask why at least three times. Lead the orchestra. A dream team. Try something and fail at it over and over until you find out how to do it properly—to see if it is worth pursuing—while everyone else is still trying to work out the demographics.

They drowned from staying there. It is discovery. Failure is final. Discovery is just the beginning. You learned what to do on your next attempt. To build your brand, first, do a self-audit. What do you stand for? How do you want people to feel when they are around you? Discover your strengths and manage your weaknesses. Focus on your own weak links, the things that foul up your life or your work again and again and again. Forget about counting likes. Get others to talk about you—recommend you.

Invest in your growth. Get better for your clients—your followers. And let them know. I was willing to look dumb, to be among people that I knew were far more intelligent than me, so that I could learn. Be a sponge. Sims shares techniques to support the thinking but the tactics change over time. The thinking never does. Bluefishing is a mentality first, then a stack of tools and behaviors. Learn the password and the doors will open. Autonomy is simply looking at life as though we are a world unto ourselves. As though we did it all by ourselves. But the reality is, we are connected.

The opposite of autonomy is gratitude. Society does not see gratitude as a moral or a character issue, which it certainly is. Although it is has been scientifically proven to be a key to happiness, it is something much more profound than that. Most of our problems—especially relational issues—can be traced back to a lack of gratitude. In dealing with any of our problems, you will find that there is a lack of gratitude over something or someone.

Even Adam Smith, the economist that believed that the market should be driven by self-interest, expressed in The Theory of Moral Sentiments , his belief that feelings of gratitude are crucial for maintaining a society that is based on goodwill. He considered gratitude to be a crucial source of social civility and stability.

Like all character traits, gratitude is expressed in action.

Encourage The Heart

It is returning a favor, giving thanks, showing appreciation or simply giving someone your time and attention. When we are full of pride, angry, frustrated, depressed, defensive, stressed, irritated or anxious, we would do well take a time-out and uncover our ungratefulness. Gratitude is most often expressed by simply thanking others, but it is more than just giving thanks. It is a way of looking at life; a way of seeing other people. It is more than a strategy or a technique to influence others. It is a way of being. Real gratitude is unconditional.

Gratitude endures through everything. It is not a fleeting response to our circumstances. It was not about individual episodes in her life, but rather it speaks to a perspective on life. An awareness of how much we owe to others throughout our life. Gratitude creates perspective.

I am not alone. It strengthens our relationships while moderating our behavior. The autonomous person rejects gratitude precisely because they must recognize and submit to others in this way. I can invalidate them. This kind of thinking is not based in reality. Eventually, it leads to self-destruction. Gratefulness changes us. It strips away our indifference. It puts us in touch with reality because it acknowledges our connections—our networked existence.

It is this gratitude effect—the way it grounds us in reality—that benefits us and those around us the most. Gratitude moderates and even inhibits toxic emotions but more than that, it gives birth to positive emotions. Gratitude gives birth to and nurtures patience, a sense of humor, curiosity, creativity, insight, kindness, respect, courage, generosity, empathy, and positivity to name a few. Gratitude creates the space for positive emotions to grow and flourish.

Anger, irritation, defensiveness, worry, and impatience, are choices. Have you ever been in the middle of an angry rant when the phone rings? The point is, we can choose gratitude to drive these toxic emotions out of our lives. Negative emotions cannot coexist with gratitude. Gratitude has the power to pull teams together. We want to take our ball and go home—disengage. If we can develop a mindset of gratitude, that will not happen. We will stay engaged. We will work together. Gratitude has the power to slow us down and reflect and refocus our attention on what matters.

Sometimes we have to step back to see our life in perspective; to be able to connect the dots. Planets, lives. Humility, of course, makes all of this work. Humility is the ability to silence the self. Humility is valuing other people; appreciating them. Humility allows us to be open to recognizing the good in all of our circumstances. Not surprisingly, the mechanism behind gratitude is remembering. Developing a mindset of gratitude is about remembering.

And remembering takes effort. Of course, we can find the differences; we can find the negative. We can dwell on it. But we can combat that by seeking out anything that is excellent or praiseworthy—seeking out the good in any situation. Drawing upon positive memories gives us hope for the future. Unconditional gratitude heals and creates understanding and builds relationships. Gratitude acknowledges that we are connected. Allow unconditional gratitude to define you as a leader. Good is often confused with competency. But it is really a character issue. You can be good at your job but doing good is a character issue.

Doing good is not just no being bad but intentionally creating more good in the workplace and especially in others. Tjan begins a discussion by trying to define good and to build a framework and language to talk about what good is. Truth: A mindset of humility that makes you teachable. Self-awareness and integrity between your thoughts and actions based on that self-awareness. Compassion: An open mind that without bias allows you to understand the actions of others.

To practice empathy and act on that empathy with a generous spirit that gives people what they need. Wholeness: Involves gratitude for the people around you that leads to an outgoing concern for others. Caring and nurturing the growth of others. Having the respect to fulfil your obligations to yourself and others and acting with a degree of wisdom.

Knowing what is important. As leaders this is easier said than done. Daily we face tensions that have to managed as we try to implement our ideals real. Tjan lists five core tensions :. Pragmatism versus Idealism Our ambitious goals versus reality. Neither one is good or bad. They are a productive tension. Character is a long-term investment. Good people grow by continually seeking to improve themselves and help others to become fuller versions of themselves.

While good people value competency, they place a premium on character and values. They commit beyond competency to character and values of truth, compassion, and wholeness. Good people are realists and find the balance between competing priorities and tensions. Learn to balance the tensions that exist in leadership. These five things are the Good People Mantra.

They are five promises. As leaders we need to break from our role as leader to follower and relate to others human to human. Goodness come from building it in yourself and inspiring it in others. A customer tells you they are unhappy with a job, your boss gives you that dreaded look of displeasure or a coworker mocks your new haircut.

Negative memories can linger for a long time. This is not a typo. Dogs are naturals at exhibiting the leadership they need to be the leader of the pack. And they are the masters at shaking things off. Ever watch a dripping wet dog as it gets out of a pool or a lake? No towel or hairdryer needed, just a hypnotic back and forth motion that sprays unwanted water in every direction. Vermont: Greenwood Books, Whitehead, S. Barrett eds.


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The Masculinities Reader. Cambridge: Polity Press, Chapters in books Bernstein, E. Powley; and B. Chia eds. Research in the Sociology of Organizations. Barrett, F. Improvisation: Between Technique and Spontaneity. Romme, S. Vol 38, Portland, OR: Sage, Ludema, J. San Francisco: Berrett-Koehler,