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!
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.
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.
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!
Do you get angry at work? That's OK, if you channel that anger into positive action. Anger is a close companion of passion. You will not get angry about an error, a conflict, a critique if you don’t care about your role in the enterprise. We work very hard with our clients to kindle passion for the organization’s mission through employee engagement, so we cannot expect to eliminate anger from the workplace. We can, however, train people how good leaders respond to events, and how to channel 'angry energy' into constructive action.
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?
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.
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.
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.
Bovo-Tighe Senior Consultant Stephan Eddy was honored last month to be the guest speaker at the annual Physics Department Commencement luncheon at the University of Nebraska, put on to honor each year's graduates from the Physics and Astronomy Department.