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leadership skills

Situational Leadership Skills? Such Agility is a Natural Result of Good Training

Leadership at the team level is naturally situational. Each manager approaches team members individually, understands their particular values and motivations, and crafts a leadership approach that brings out the best in each person. How do your manager-leaders respond to shifts in people or goals? McKinsey sparked a few thoughts in us. See what they were!

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Employee Recognition – Easy to Say, Hard (it seems) to Do

Raising employee engagement levels, even up to 50% from 30%, seems really hard, even though the path is well paved with simple leadership habits: A manager can regularly find a reason to praise each employee for something done well, for instance, and to find the time to express thanks to that person. Yet managers don’t get that simple job done. Let's explore a few reasons why.

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Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

A leaders' emphasis on positive thinking can lead to poor decision-making if that upbeat outlook lacks a real-world dash or two of negative thinking. The best decision-making anticipates multiple outcomes to initiatives, and plans for a range of events that could impact progress. This is why we emphasize "forward thinking" rather than "positive thinking." For more on this, click into our most recent blog post.

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Great Leaders Make Life Better for Their Followers

People follow leaders who promise to take them to a better place, however each person defines their own “better place.” Whatever the goal, a transformational leader finds out how each of his or her followers defines personal success, and ties that aspiration to the team's goals as practicably as possible. This must be your priority as a leader because whatever your followers’ goals, they will pour more passion and engagement into their work if they can forge a personal bond with the organization’s mission. What does “make their lives better” mean? Click through to find out!

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Leadership Lessons for the Ides of March

Today is the Ides of March, and if you know your Shakespeare, you know this date is permanently tied to the tragic story of Julius Caesar, the Roman leader who famously failed to include his professional peers in his empire-building plans, and then compounded his error by ignoring clear warning signs that his decision-making was leading him to disaster. Are you headed for an "Ides of March" at work?

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Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

Everyone finds inspiration in their own places. Books are one popular avenue for seeking (and finding) inspiration, so LinkedIn recently started an online sharing exercise where people could share the one book that most inspired them. The answers range from the predictable (you could guess ten of them without opening the page) to the quirky and thought-provoking. Finding these off-the-beaten path sources of inspiration may inspire you, so dip a toe in and browse the responses.

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A Culture of Agility Requires a Commitment to the Pursuit of Truth

Creating a corporate culture that is agile (responsive to events, open to the truth, collaborative in innovation...) demand a commitment to some foundational principles: Open communication, pursuit of the truth in all circumstances and relationships, and unshakable trust between employees.

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Define leadership more broadly. Anyone can lead, at any level.

We have fresh proof that organizations worldwide are coming around to the view that leadership is a mindset, a mode of behavior, that has very little to do with job titles and levels of responsibility. This “anyone can lead” mindset has been a core belief of ours, and the goal of our Foundations of Excellence development philosophy, for 25 years. It is nice to hear that increasing numbers of people are starting to adopt it professionally around the world.

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