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It's been largely assumed that to run a successful business today, good leadership is required. But it's not the end of the world for leaders who worry that they're low on charisma or can't stir employees' hearts and minds. Maybe they don't particularly want to, and that's OK too. Sometimes, it's more effective for employees to be more loyal to the work instead of being more loyal to the leader. After all, the end goal should be to keep employees engaged and productive by charging them to solve compelling problems. First, it's important to understand the difference between an appealing boss and challenging work. A recent Harvard Business Review article found that employees at Facebook were more likely to quit because of their work--and not because of a "horrible" boss. The authors--three HR executives and Wharton professor Adam Grant--had spent years studying Facebook. When the social media giant started tracking employee exits, "all bets were on managers," the authors wrote. Turns out, employees left "when their job wasn't enjoyable, their strengths weren't being used, and they weren't growing in their careers."
Via The Learning Factor
Effectively managing others is both a science and an art, just like programming or playing an instrument. Based on personality and past experiences, some people tend to naturally be stronger at leading and inspiring others. That being said, anybody can learn how to be an effective manager if given the right training. What's nice about the world we live in today is that you don't have to reinvent the wheel to be a great leader. Countless studies have been poured into determining what makes for a good manager. Whether you've always seen yourself as a natural leader or are scared in front of others, here are six science-backed tactics that are universally effective.
Via The Learning Factor
Your brain is a comparison engine. In every new situation, it automatically rifles through your memory of every other situation you’ve encountered in the past. It swiftly finds one or a few that are similar to the current scenario, then uses that information to figure out what to do next. Most of the time, you do this without you ever realizing it. Sometimes this cognitive reflex works to your advantage, and sometimes it doesn’t. But since it’s always happening anyway, you might as well make it work for you more often than against you–at least as best you can. Here’s how.
Via The Learning Factor
One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments. But as your responsibilities become more complex, the difference between an effective leader and a super-sized individual contributor with a leader’s title is painfully evident. In the short term you may have the stamina to get up earlier, stay later, and out-work the demands you face. But the inverse equation of shrinking resources and increasing demands will eventually catch up to you, and at that point how you involve others sets the ceiling of your leadership impact. The upper limit of what’s possible will increase only with each collaborator you empower to contribute their best work to your shared priorities. Likewise, your power decreases with every initiative you unnecessarily hold on to.
Via The Learning Factor
Running a business is an inherently emotional experience. Even the most stoic leaders are bound to find themselves becoming invested not only in outcomes, but in people and processes as well. While emotional leadership is often regarded as a liability, lack of personal investment can also bring about negative outcomes. I’ve learned that the best leaders are those who can recognize emotionally-charged situations, rise above the passions of the movement, and maintain a level head. Good leaders are quick to listen and slow to anger.
Via The Learning Factor
Have you ever heard about someone “cutting the line” to land their dream job? They’re the people getting the perfect position without ever submitting a resume, or negotiating a sweet signing bonus plus five weeks’ vacation, or getting hired for a role the company created just for them. How do they do it? Are they just naturally golden? Or do they know something you don’t? While you might use the word lucky, these folks aren’t necessarily more talented; they’ve simply perfected a way of approaching the job search in a manner others haven’t been trained in (or are fearful of adopting). This out-of-the-box approach gives them a notable advantage when it comes to standing out. So what do they know, and how can you follow their lead to make your next transition not only more quickly, but more successfully as well? Do what they do:
Via The Learning Factor
First the bad news: 85 percent of companies report an urgent need to develop their leadership pipeline. But only 40 percent believe their current pool of high-potentials can meet their future business needs. Now the good news: With Millennials taking over as the largest working generation, it would behoove current leaders to identify who amongst them have the key leadership traits that lead to success. The brutal truth of what to look for in your high potential leaders. This will make or break your organization.
Via The Learning Factor, Yashy Tohsaku
Many people believe leadership is something that's conferred along with a title or attained when you direct a team of people, but true leadership is never about authority or power. It's about helping others grow, and that's something anyone can do. If it's your desire to influence and have an impact on others, you have leadership qualities. And if you can inspire people to do something they thought they couldn't do, demonstrate how the impossible is possible, believe in someone when they didn't believe in themselves, you're already a leader. People don't set out to be great leaders, they set out to make a difference. It's never about the role or the title, but about influencing others, helping and supporting them.
Via The Learning Factor
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Forget slogans and posters. Forget mission statements. Forget culture decks. A survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than two times as likely to give extra effort at work -- and to plan for having a long-term future with their company. But wait, there's more: When employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity. The result? At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. For public companies, stock returns are almost three times the market average.
Via The Learning Factor
Are you a micromanager? You will probably say no. Maybe you self-deprecatingly call yourself a “control freak.” Or just “hands-on.” You just “care too much.” And it’s true: You do feel a certain need for a sense of control over your work. You are responsible, after all–perhaps more responsible than some of your coworkers or direct reports. You’re afraid of mistakes and believe that if something needs to be done well, you’d better do it yourself. But this isn’t just because you’re an “independent self-starter” who holds their work to a high standard. It might be that, too, but it’s probably also because you’re feeling stressed.
Via The Learning Factor
One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments. But as your responsibilities become more complex, the difference between an effective leader and a super-sized individual contributor with a leader’s title is painfully evident. In the short term you may have the stamina to get up earlier, stay later, and out-work the demands you face. But the inverse equation of shrinking resources and increasing demands will eventually catch up to you, and at that point how you involve others sets the ceiling of your leadership impact. The upper limit of what’s possible will increase only with each collaborator you empower to contribute their best work to your shared priorities. Likewise, your power decreases with every initiative you unnecessarily hold on to.
Via The Learning Factor
It’s hard to get anything done with all of the push notifications pulling us into other directions. You can find something else to do or think about at any given moment. But maybe the distractions aren’t the problem. Maybe it’s your willingness to be distracted that needs to be examined. “Distractions are by-products of a problem,” says Kyle Cease, author of I Hope I Screw This Up: How Falling In Love With Your Fears Can Change the World. “Something outside of you is pulling you away from yourself or a goal. But the distraction is actually on the inside, and what’s going on outside matches what’s going on inside.” We invite distractions as a way to handle three internal struggles, says Cease.
Via The Learning Factor
We call ourselves “human beings,” but I think that title is aspirational: one we are meant to earn. Being human should mean we are capable of higher-level thought and can choose rationally how we respond to external events as well as to internal thoughts and emotions. Now, I don’t know about you, but all I need is to be cut off in traffic or have my husband use the wrong tone of voice to witness my own inability to do this well. Perhaps the most surprising element in business today is that we often behave in ways that are extremely ineffective and quite beneath us. Even those among us who are highly educated senior-level professionals fall into these traps.
Via The Learning Factor
Around half the population of the United States woke up on Wednesday morning to enormous disappointment. In a stunning upset, Donald Trump defeated Hillary Clinton in the race for president, leaving Trump supporters elated and many Clinton backers devastated. But in my work as a coach, I've found that even the most crushing defeats can ultimately be channeled into energy for forging ahead. Regaining confidence is an uphill battle, and it takes a crowd—or at least two people, talking things out—to pull an someone out of a funk. Here's how it can be done.
Via The Learning Factor
Your brain takes mental shortcuts all the time in order to make decisions efficiently. Because that takes place unconsciously, we can never fully control these "cognitive biases" that help us deal with the outside world—and, ultimately, survive in it. As practical as they may be, though, some of these biases can be problematic. But the first step toward gaining a little more leverage over how your brain—and others' brains—make judgments is simply to understand the rules it follows to do so. Getting better acquainted with these three may help you become more influential with others.
Via The Learning Factor, Yashy Tohsaku
There are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves.
- Simon Sinek The idea of being a leader always appealed to me. I held my first management position at 22, leading a small production team in a bookbindery. I loved being in charge--making decisions and trying to motivate my team. But one day, I heard a comment I've never forgotten. After chastising a line worker for a mistake, he snapped back: You know, you're the type of manager the rest of us hate.
Via The Learning Factor
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