Last week, we covered the first four of nine simple things that an aspiring leader can do in order to stand out. Here are five more – I’m anxious for your opinions! 1) Whenever possible, communicate by phone or in … Read More
In preparation for a breakout session at an upcoming conference, I developed a list of ten things a leader can do to stand out and get noticed. Not in a “look at me!” kind of way, but in a way … Read More
Any feedback on any behavior is most helpful to the individual and the organization if it is
1) Specific
and
2) Includes a call to future action
It can be as simple as “Good work, keep it up.” as opposed to simply “good work”.
It can be as thought out as “Nice thoroughness on that; if you always meet deadlines that well, we’ll really be successful.”
In time for your New Year’s Resolutions, this article is a great and practical read for
If, as research has shown, people are motivated by autonomy, then there is a class of words we ought to avoid, as they can crush autonomy. These may include “ought,” or “must,” but let’s focus on the one that seems to pass judgement:
“SHOULD”
Came across this — another take on that same topic: Kindness At The Office – Forbes.com.
I am super busy this week, and confess to taking the easy way out on a weekly blog. This is a quick read, with big pictures! 14 Management Dos And Donts To Motivate Employees. Tomorrow morning, I get to have … Read More
Sometime, when people are urged to take a positive approach to leadership, there is some push-back. Some people seem to equate “positivity” with being super-nice, but being kind is much deeper than a spewing of empty compliments like “good job” or “nice work” or “super!”
An approach that upholds high standards and is very specific about behavior is positive, but not soft. Be rigorous, not ruthless.
Much of what I write and teach about servant leadership comes, frankly, from a moral, “do good”, outlook. This may sound cheesy, but I’m a cheesy guy; servant leadership from all leaders and teachers and coaches and managers and parents, everywhere, would make the world a much better place for everyone. But there is a utilitarian way of looking at this also. Keeping people engaged insures a much greater likelihood that the goals of the organization will be attained.
“What don’t I know I don’t know?”
Putting the needs of others first, and acting in support of your organization are key elements of servant leadership. That’s basic. But there can be an arrogance there, too; you can assume that you know what is needed – because you’re the leader, and you ought to know. This is what Peter Block refers to as a paternalistic view of leadership — “taking care” of people who “don’t know better” as opposed to a true commitment to learning what is needed.