https://leadershipfreak.wordpress.com/2016/07/25/leaders-say-things-others-wont-say/
One of the hardest things about leadership is when you not only have to make the tough call, but also must speak a tough truth. Saying things that people don’t want to hear is never easy. It’s never fun. It’s one of those things that many leaders wish they could delegate. But because tough news should come from the leader, it’s a weight you have to carry.
http://www.adventisthealthsystem.com/page.php?section=news&page=article&id=2103
Every leader wants to be successful and guide their organization to achieving best-in-class status. A new book by Adventist Health System President/CEO Don Jernigan – The Hidden Power of Relentless Stewardship: 5 Keys to Developing a World-Class Organization – delineates how effective leadership and sound stewardship can take an organization to new heights.
Mckinsey research* suggests 4 leadership behaviors make the difference between strong and weak leadership.
https://leadershipfreak.wordpress.com/2016/07/23/solution-saturday-my-leader-screwed-up/
Dear Dan,
Our leader made a really bad decision. Now he isn’t making it right because he’s afraid of losing face.
I’m planning to tell the boss he made a bad decision that is turning into a fiasco. If he would have consulted with the people impacted by his decision, he wouldn’t be in this situation.
How can I tell the boss he made a bad decision?
Thank you for any advice,
Concerned in the Middle
Before Trusting Someone You Must Confront These 4 Uncomfortable Truths
No one disagrees that trust is an indispensable ingredient of strong, healthy relationships. In the workplace, high levels of trust increase productivity, efficiency, innovation, and profitability. When trust is low or absent, people avoid risk, decisions are questioned, bureaucracy increases, and productivity and profitability diminish.
However, there are some uncomfortable truths about trust we must confront. These difficult areas often hold us back from fully trusting others and enjoying the personal and corporate benefits of high-trust relationships. We often shy away from acknowledging or addressing these truths because they are exactly that – uncomfortable. But confront them we must if we are to grow in our capacity to trust others and be trustworthy ourselves.
CEOs who harness energy accelerate value creation, while those who deplete energy or allow it to dissipate struggle to achieve their goals. Managing energy, of course, is not just the CEO’s job. But it is especially important for the CEO to master the skill. CEOs must connect with, influence, and mobilize individuals who are often dispersed by thousands of miles. They must also engender enthusiasm, trust, and confidence among people who, in this age of social media, are often more likely to trust their peers than their leaders. What’s more, CEOs increasingly interact with outside stakeholders, where the first impression is often the only one they get to make. There is little opportunity for a do-over.
Strategic planning is one of the least-loved organizational processes. Executives at most companies criticize it as overly bureaucratic, insufficiently insightful, and ill suited for today’s rapidly changing markets. Some even argue that strategic planning is a relic that should be relegated to the past and that organizations seeking to prosper in turbulent times should instead invest in market intelligence and agility.
In short, the problem isn’t strategic planning. It’s that most companies lack an effective strategic-planning process.
Although there is no one-size-fits-all approach to strategic planning, we have found that the companies that get the most benefit from their strategic-planning activities have four things in common:
https://leadershipfreak.wordpress.com/2016/07/20/7-elevators-conversations/
What tough conversations do leaders avoid?
How might tough conversations become a regular part of organizational life (without become negative)?
This article briefly discusses seven different thoughts on what makes a great leader. We find the questions, ‘What makes a great leader?’ and ‘What does great leadership mean in practice?’ to be really interesting.
We have seen, for example, the following types of people as leaders (1) people that appear to have been born to lead and then excel as leaders, (2) people anointed as leaders or future leaders who had big personalities, a certain look and/or great “charisma” disappoint completely as leaders, (3) hard-working, organized people without big personalities who organizations may not have expected to be top leaders grow into their roles and lead organizations to greater results than ever before.
The greatest and best leaders leave an organization in better shape than they found it. They leave it in a position to thrive after they are gone. They have an eye on and the ability to deliver results today and also improve and prepare the organization for tomorrow. Great leaders, as stated by some, have a vision and plan, can build great teams, can motivate the team to pursue and achieve the plan, can take in feedback and make adjustments to the plan as needed.
Here are seven thoughts on great leadership
HENRY KOTULA 