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rredekar · 1 year

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Leadership Qualities to Excel

ABILITY TO LEAD SELF

Leadership is all about leading a team of people who can meet organization goals and assist in growing, not only the organization, but themselves as well. Budding leaders, aspiring to reach leadership heights, therefore, should first be successful in leading themselves. This can be done through a 3-step process:

Self- Awareness

Exercising Self- Control

Continuous Self- Improvement

Self-Awareness

This step includes a process of carrying out weekly self-retrospective on self-performance (what went well and what did not), continuous self-assessment and visualization as to how to enhance/maximize the potential and seeking feedback from boss, teammates, family members and close friends.

Exercising Self-Control

All human beings have their own limiting behaviors which includes reacting to situations, short tempers, biases etc. Building strong relationships and handling situations in a mature manner is key for the growth of all, especially for the budding leaders.

Budding leaders should become very conscious about their thoughts, feelings and emotions. The weekly self-retrospectives and seeking feedback from boss, team mates, family members and close friends will also help in a big way to identify such behaviors.

Budding leaders should be able identify such reactive behaviors soon as the same happens and take corrective actions immediately. Some of the common ways to do so are taking a pause, having a glass of water, and temporarily stepping away from the situation.

Regular exercises and meditation should help to bring more calmness of mind as well as awareness in the long run.

Continuous Self-Improvement

Self-improvement is a continuous process for all, especially so for the budding leaders. This is a very important tool for the growth of people and the organization. Budding leaders should be constantly adopting self-improvement techniques to enrich their knowledge, especially in the areas that are identified during the self-awareness process as areas that need improvement.

Budding leaders should do the following to keep self-improving:

Attend trainings/seminars (relating to technical area of expertise, self-improvement as a person, mindset, leadership, public speaking etc.),

Reading books/articles

Exchange thoughts/ideas with industry peers using social media

Get mentorship

The knowledge gathered should be shared and implemented.

Work Ethics

Budding leaders should exhibit strong work ethics at all times. Only then, can they lead by example in the future. Work ethics include integrity, respect, punctuality, and discipline. Adherence to company rules and regulations is also very important. Leadership and Management Training

PERFORMANCE EXCELLENCE

Leadership Training Programs is about building a high performing team who can meet the performance goals of the organization. For budding leaders to become such leaders, they should maximize their own performance to start with.

This process starts with knowing about the organization. Seek information about the organization:

Nature of activities (Product or services provided; customers and geography)

Organization vision and values

Organization chart

Key policies (Employee handbook, etc.)

Benefits (Health, welfare etc.)

Awards and Recognition System

Seeking and receiving feedback system

Performance appraisal system

Scope for learning and development

The next step is to do proper expectation setting about the role:

Details of the role

How does the role align with the company goals?

Key Performance Areas

Criteria on which performance will be evaluated

Boss’s expectations

Armed with the proper role expectation, budding leaders should keep continuously scaling new heights of performance, keeping the following key aspects in mind:

Be result oriented. Always work with goals & targets

Quality of work is uncompromising

#leadershipkard #onlinelearning #teamwork #leadership #traininganddevelopment #leadershipdevelopment #teamwins #organisationaldevelopment

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karthikadme · 1 year

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10 Commandments of Leadership

This article adds to the original brief of 10 Commandments of Leadership”, Stainton (2015) with the view of providing insights to potential leaders on what to focus on, why to focus on certain aspects, and how to bring out the best in the team.

1. Define the Destination- ‘The Goal’

Leaders should clearly define, communicate and remain consistent with the vision so that all stakeholders and the entire organisation remains aligned and move as a single unit towards that goal or vision.

2. Develop People

Focuses on how leaders can develop impactful teams who align the needs of the team members with the needs of the organisation.

3. Be ‘Accountable’

Expects a leader to be accountable for their own as well as the team's actions.

4. ‘Attribute all Successes to the Team’

Expects the leader never robs the team of the credit and stand behind them at times of their experiments going through tough times

5. “You shall give immediate, specific praise”

The leader should design and implement the rewards and recognition program that supports immediate and specific praise to motivate, boost morale and give a sense of achievement.

6. You shall not insist on being the smartest person in the room

Encourages the leaders to be inclusive in utilization of talents and skills necessary to achieve targets.

7. You shall Listen

Shows how a leader can be a better listener. Listening helps the leader be more compassionate and team members feel heard and appreciated. Once you listen with greater focus half the problem is solved.

8. The “What” and “How” of the goals

Requires a leader to empower the team to make decisions by creating a supportive climate where they can succeed.

9. Don't criticize or berate in Public

Encourages the leader to create a conducive environment for evaluating failures without demoralizing the team.

10. Continue to Learn and Grow

Expects leaders to be lifelong learners so that they remain relevant at the top. Leadership and Learning are indispensable to each other

Leadership is multifaceted and it takes time, experience and effort to become a successful leader.

Are leaders born? Absolutely…All leaders are born but they become great leaders with the ability to influence by investing the time and effort into the process and gradually becoming great. According to John Maxwell, Leadership is all about Influence-nothing more, nothing less but it is complicated as it is multi-faceted. It encompasses

Vision

Momentum

Time

Respect

Experience

Emotional support

People skill

Discipline

Many of these factors are intangible and for this reason it takes time and experience to become a great leader. In the article, 10 Commandments of Leadership”, Stainton (2015) shares the ten qualities that a good leader should possess. This article adds to the original brief and the views of providing insights through leaders from four different domains (Leadership, Finance & Operations, Sales Management and Business Transformation) based on their practical experiences. This is aimed to help potential leaders on what to focus on, why to focus on certain aspects, and how to bring out the best in the team.

10 Commandments of Leadership

1. Define the Destination-‘The Goal’

A leader with a well-articulated Vision is able to define the “goal”-the destination. Goals give a clear sense of direction to people who are part of the journey because “the great thing in this world is not so much where we stand, as in what direction we are moving” (Holmes, n.d).

Leaders can align the Goal and the team use the 3C Principle:-

Clarity

The outcome- What needs to be achieved?

The benefit of achieving the outcome?

Conviction

Believe in the goals

Display drive and passion in achieving the goal

Communication

Clearly communicate the goal to all stakeholders

Consistently reinforce the message to remove ambiguity

Create a “psychological safety” zone for the team to express their ideas/fears/opinions so that obstacles in the path to the goal can be removed (Edmondson, 2018).

Once the goal is set and communicated, leaders need to display a consistent behavioural model towards that strategic vision/goal. This reinforces the message and drives the team to understand the importance of these goals to the organisation. For example, leaders may design their organisational goals along the lines of global growth metrics, improving operating margins, reducing attrition rate, innovation, improving supply chains just to name a few.

So commandment 1 requires the leader to clearly define, communicate and remain consistent with the vision so that all stakeholders and the entire organisation remains aligned and move as a single unit towards that goal or vision.

2. Develop People

According to Jack Welch “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Leaders must constantly work towards helping team members to identify and maximize their potential. This can be done by creating easy access to necessary tools and guidance so that the team members are in a conducive environment to succeed.

A good leader motivates the team members by focusing on their strengths, recognizing their past successes, instils confidence when they fail and helps them to visualise their future success. In this respect, Maxwell (2015) says that “Every person has seeds of greatness within… but when you believe in them, you water the seeds and give them a chance to grow” (p. 250).

Additionally, a leader takes every opportunity to show the team members how they contribute in the overall growth of the organisation. When team members can visualise their growth aligning with the organisation's growth they remain motivated.

Good leaders invest time in the orientation process so that new team members are aware of the history of the organisation, the work culture, products and services among other things. Furthermore, they jointly assess the growth and career paths, jointly agree on continuous professional development and training needs. Additionally, leaders improve their team members performance by investing in timely honest constructive feedback. At the same time they do not hold back on appreciating the good work to boost the morale of the team because appreciation gives people reason to keep going further.

So, commandment 2 focuses on how leaders can develop impactful teams who align the needs of the team members with the needs of the organisation.

3. Be ‘Accountable’

Accountability means responsible behaviour and ownership. Accountable leaders take responsibility for the professional growth and success of the team they lead. Such leaders have a clear vision, standards to measure success and an understanding of the obstacles that may hinder the success of the team (Cantero-Gomez, 2019). Accountable leaders take responsibility for the actions of both, self as well as the team by showing the following characteristics.

Take full responsibility for the decisions made

An accountable leader regularly reviews the decisions impacting the success. In the event of a failure, they do not look for a scapegoat to blame instead they stand with the team, apologise and take the blame on themselves. This demonstrates to the team that they can trust their leader even in their lows which further garners team support and willingness to take corrective measures in order to take the team to the next level.

Take responsibility for communication

Accountable leaders take it upon themselves to communicate to the teams their vision, strategy and implementations. However, when breakdown occurs, they analyse to get to the root cause of the issue, they blame the miscommunication on themselves and take corrective measures so that the same issues do not recur.

Transform problems into learning lessons

Accountable leaders encourage their team members to evaluate and learn from their failures.

So commandment 3 expects a leader to be accountable for their own as well as the team's actions.

4. ‘Attribute all Successes to the Team’

Strong workplace relationship is key to the growth of any organization. Leaders can create a strong workplace relationship between team members by creating a collective identity, by manner of inclusion. One sure shot of creating inclusion and collective identity is by sharing all credits with the team even when it might largely be an individual contribution. For example, in an attempt to turn a failed project over, the leader might need to change the processes, improve documentation, restructure teams or implement better coordination between teams. All these were individual contributions by the leader to save the project. However, if the project succeeds, the leader can boost the morale of the team by attributing all success to the team in the following ways:

a) Appreciating each team member individually, and letting everybody in the organization know

b) Acknowledging and sharing how the team member contributed to the success of the project

c) Review the good practices adopted by the team

d) Reward the team

So commandement 4 expects the leader to take the blame but never rob the team of the credit.

5. “You shall give immediate, specific praise”

Spiritual Leader Mahatria says “While you feel that it is your right to point out the mistake, similarly you are obligated to appreciate every time you observe a good work as well.” Hence, Leaders should look for that specific good work done by the team member and appreciate it quickly.

Acknowledging and celebrating team members success and good work makes people feel valued and motivates them to work hard. Rewarding an employee for their good work does not always have to be monetary. Simple handwritten appreciation notes, verbal appreciation in front of the team or leadership team, email can do wonders. Recognition can start during daily team huddle meetings without waiting for marked monthly, quarterly and annual reviews to acknowledge good work. “On the Spot” recognition in front of peers can immediately enhance the motivation levels of team members.

Generally motivated people show willingness to take responsibility. This helps them to professionally grow and helps the organization to grow the team with internal resources. One of the key roles of the leader is to keep the morale of the team high as it brings greater team synergy and team dynamics. It creates a high performing team which looks at “We” rather than “Me”.

So commandment 5 expects the leader to design and implement the rewards and recognition program that supports immediate and specific praise to motivate, boost morale and give a sense of achievement.

6. You shall not insist on being the smartest person in the room

As a leader, being vulnerable and being able to admit in front of the team that you may not have all the answers is more critical than showing off that you know it all. Vulnerable leaders who are open to ideas and suggestions are considered more approachable and authentic by their teams. Whereas, leaders who are unwilling to listen and accept others’ expertise, knowledge and ideas and shut off criticism are more likely to fail.

A team where the leader creates a conducive environment to pool all resources in terms of different talents, skills, voices tends to be more successful. With technological advancements and unprecedented levels of change, leaders need to drive innovation and growth. For this, it becomes imperative to hire talented people who ace in their niche, whereby leaders surround themselves with smarter people in the room who may have answers to questions which they may not have. This is the key difference between a successful and unsuccessful leader who has the wisdom to team up with people and resources which ultimately align to the growth of the organisation.

Furthermore, Leaders who delegate tasks create opportunities of growth for their employees. Whereas, leaders who micromanage, are not only considered control-freaks but also stress-triggers for the team. This could result in people feeling unappreciated resulting in talented brain-drain from the organisation because of the leader who knows it all.

The 6 commandment of leadership encourages the leaders to be inclusive in utilization of talents and skills necessary to achieve targets.

7. You shall Listen

Leaders who embrace the art of listening are considered as compassionate leaders (Llopis, 2013). Although, listening is not part of any job description of a leader, it gives the leader the edge to lead the team.

What is listening? Is it only giving undivided attention to a person or a team? No, listening is more than that. It includes

· Understanding verbal cues

· Recognizing non-verbal cues such as body language, facial expressions, mood, voice, behaviour patterns and more.

A leader who wants to engage with their team, understand their performance slumps needs to be ready to commit time to listen. Hence, Leaders who develop the habit of listening are able to-

-Build stronger, deeper relationships with their team members

-Open lines of communication by showing respect and interest in the team member

-Increase their own knowledge

-Generate new ideas

-Build loyalty (Maxwell, 2015)

Furthermore, a leader seeking real answers should go into a meeting with lots of questions giving the opportunity to hear others rather than their own voice. At the same time, leaders should engage in meaningful conversations free of distractions in order to avoid sending the wrong message that the speaker and their message is unimportant. So workplace best practices could include attending meetings gadget-free to improve two-way communication, high productivity and time-efficiency.

So commandment 7 shows how a leader can be a better listener. Listening helps the leader be more compassionate and team members feel heard and appreciated. Once you listen with greater focus half the problem is solved.

8. The “What” and “How” of the goals

Leaders define the vision/goal to be achieved and communicate it clearly to the team. Leaders who involve team members in the decision-making process are considered more democratic leaders, who foster qualities of trust and ownership in their teams.

According to a study conducted by Dr. Natalia Lorinkova at Wayne State University, teams led by directive leaders may initially do well under the direct control and command of the leader. However, it was observed that over a period of time, teams led by empowered leaders outperformed those led by directive leaders. Empowered teams showed high levels of team learning, coordination, empowerment and mental model development.

Empowering people lies in the concept of creating “psychological safety” in the workplace in order to foster learning, innovation and growth (Edmondson, 2018). “Psychological safety” is defined “as a climate in which people are comfortable expressing and being themselves’ (Edmondson, 2018, xvi). So teams led by empowered leaders feel empowered in the ‘psychological safety’ net to add value to the team in achieving the goal set by the leader. Such team members do not fear sharing ideas as they are not hindered by interpersonal fears. Hence, by removing the command and control, the leader encourages ideas and solutions from even the silent quarters of the team resulting in improved performance of teams.

Commandment 8 requires the leader to empower the team to make decisions by creating a supportive climate where they can succeed.

9. Don't criticize or berate in Public

Every day, a Leader is faced with trying situations where tough decisions on non-performance, delays, failures etc lead to disagreements. Having a difference of opinion is perfectly fine as it shows the passion, involvement and belief among the team to succeed. However, when leaders do not create a conducive ‘psychologically safe’ environment where conflict and disagreement happen, then it can create stress, anxiety and team morale dissipating.

Real learning happens when the individuals or teams make mistakes. So it becomes imperative not to miss the opportunity to learn from the mistakes. However, evaluation done in a safe climate ensures team members reflect on their same mistakes in a non-confrontational environment.

This can be done through 1:1 discussions behind closed doors. A good leader knows how to separate the person from the performance. This encourages the team members to be more receptive to accepting their mistakes, failures and expressing their learnings from the experience without feeling humiliated, embarrassed and cornered.

So commandment 9 encourages the leader to create a conducive environment for evaluating failures without demoralizing the team.

10. Continue to Learn and Grow

Successful leaders are lifelong learners (Maxwell, 2015). Being successful does not mean reaching the top, real success is sustaining it there. Leaders understand the prerequisites of running an organisation and making key strategic and financial decisions. But successful leaders understand that change is constant and being able to adapt is key to success. So leaders who respond using multiple types of intelligences such as IQ, EQ depending on the circumstance remain relevant.

Successful leaders learn for the sake of learning on a daily basis in conventional or unconventional ways by matching their personal learning styles and appetite. They learn by reading, attending conferences, courses, seminars to acquire new knowledge, strategies and skills. But practical learning happens when leaders engage in transformational conversation with people who have dealt with similar problems in the real world. With the new knowledge, they resolve problems in their own organisations. In addition, they unlearn things which are no longer relevant in serving them.

So commandment 10 expects leaders to be lifelong learners so that they remain relevant at the top. Leadership and Learning are indispensable to each other (John F Kennedy).

In conclusion, Leadership is multifaceted and it takes time, experience and effort to become a successful leader. Leadership is all about influence. So leaders need to define their goals clearly to align their teams, invest time and effort into the development of their followers because only when people feel they are valued will they follow you as it always comes back to the question “what is in for me?”. Leaders need to be accountable for themselves and the people they lead, be ready to credit success to the team while taking upon oneself all the blame. They also understand the value of diverse talented people on their teams by listening to their ideas and solutions which would give way to innovation and growth. Additionally, leaders should encourage empowering their teams by creating “psychological safety” at the workplace so that growth takes place even in crisis. So leadership is a journey of personal growth while empowering others to grow with you.

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reredekar · 1 year

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What Women Leaders Bring to the Table?

“Women in leadership: Achieving an equal future in a COVID-19 world” is the theme of International Women’s Day Celebration 2021. This theme raises awareness of the tremendous effort made by women in the wake of Covid-19 pandemic and why we need more women leaders. Women have stood in the front line of this crisis as healthcare workers, innovators, service providers and women political leaders have shown exemplary work in dealing with the pandemic. Their response and recovery efforts have been commendable and they have demonstrated their capability to have an equal seat at the table with their different skills, experiences, perspectives and ability to contribute to decisions, policies and law.

However, women in Leadership and Management Training positions are underrepresented. According to the United Nations report published in January 2021, Women serve as heads of States/government in only 22 countries and hold only a quarter of parliamentary seats globally. The target set at Beijing Declaration and Platform for Action for balanced political participation and power-sharing between women and men in decision-making in 1995 is far from being achieved and the low representation of women in leadership calls for a serious look into this pertinent issue.

So this brings us to the question: are male leaders better than female leaders? The perceived biases are embedded in the role congruity theory which is grounded on the social role theory (Eagly et.al. 2002). Traditionally, men have been considered as the agentic gender-assertive, dominant, independent and authoritative and ideal in leadership roles. On the other hand, women have been considered the communal gender-primarily concerned with the welfare of others with characteristics of being kind, warm, supportive and affectionate (Eagly et.al. 2002). In spite of leadership styles being different and role stereotyping, women possess the qualities needed to be a leader, which are gender neutral

Influence

Vision

Decision-making capability

Effective Communication

Clarity of Thought

Empathy

Empower Others

Learning Agility

Problem-solving

Innovativeness

This article briefly discusses three characteristics that women political leaders have displayed to respond to the Covid-19 pandemic.

1. Compassionate empathetic Leadership

Females are considered as the communal gender and their primary responsibility is to raise and protect their offspring whereas male counterparts are considered as the agentic gender, and their primary responsibility is to protect and provide. So, females are generally considered to be more compassionate and empathic. The emotion of compassion and empathy is rooted in neurobiological research which shows that females produce higher levels of oxytocin, also sometimes referred to as the “love hormone” or “cuddle hormone”. Oxytocin is linked to pair bonding, social conduct and social attributes (Lara, 2017). Men and women both experience the release of oxytocin during sex. However, higher levels of oxytocin are released especially during childbirth, lactation in women as it is believed to trigger bonding and nurturing traits. Lara (2017) also highlights the research done showing that oxytocin released facilitates the understanding of suffering of others and altruism, the intention to help avoid the suffering of others.

So based on neurobiological research it can be concluded that generally females are more compassionate and the same paradigm can be applied to understanding the Sales leadership training style of women.

With the onset of the Covid-19 pandemic, many women leaders responded to the crisis by showing compassion and empathy towards their people by reaching out to them with a maternal instinct of care and protection. For example, New Zealand Prime Minister Jacinda Ardern’s combined “adaptive leadership” style with compassion and empathy to help New Zealanders cope with change. She addressed the nation at the time of the nationwide lockdown on the 25 March 2020 from her home in her casual attire after putting her toddler to bed with a Facebook Live session by saying she just wanted to "check in with everyone". That immediately put the tone that they as a nation were going through the change together. Her daily televised briefs and regular Facebook live sessions were to keep everyone in the loop of the changes that needed to be made collectively as a society to adapt to the new normal in order to fight the virus. Furthermore, she utilized social media as a tool to address queries of New Zealanders to pacify their anxiety and uncertainty surrounding the situation. She showed her empathy and compassion by addressing the challenges people faced with strict movement restrictions imposed nationwide, disrupted work life, inability to be with family in times of sickness and attend funerals of loved ones. Furthermore, two days prior to the nationwide lockdown, the four-level alert framework was released and explained to the people so that people could be better prepared and make sense of what was happening and why. An emphatic leader keeps the interest of the people at the core of all decisions made by understanding their suffering and helping them cope with their suffering. Jacinda Ardern was such a leader who was able to show her empathetic adaptive leadership with the way she handled the covid-19 situation.

2. Decision-making Ability

There is a general notion that females start crumbling under stress whereas males are able to handle stress better, hence determining their decision-making ability. However, neuroscientists have evidence that contradicts this notion. Men and women engage in risk-taking behaviour differently and make different trade-offs. Independent studies carried out by cognitive neuroscientists found that not all men are rock solid in stressful situations and they become risk-takers when their cortisol levels rise even when the rewards have a small probability of materializing. On the other hand, in a study by Mather and van den Bos found that women tend to become risk-alert in stressful situations. They explore contingencies, going for smaller wins which guarantee success. Similar results were reported by cognitive neuroscientists Mather and Lighthall (2012) that women made smart decisions-quitting when they were ahead and took safe bete when stressed whereas men risked everything for a small chance of winning big.

In the wake of the Covid-19 crisis, women leaders displayed their risk-alert characteristic to respond to the pandemic which correlates to literature on risk-aversion attitudes of women. Women leaders such as Prime Minister of New Zealand, Germany, Norway, Denmark and Taiwan quickly and decisively ordered the strictest lockdowns at the very earliest stage of the Pandemic locking down their countries instead of risking remaining open and being exposed to the viral threat. This risk-alert behaviour of women leaders made them choose saving humans versus saving the economy. This decision was viewed as harsh and irrational by many initially but it paid off in terms of low death rate in female-led countries. Furthermore, their decision was considered as a safe bet with guaranteed success for contact tracing, isolation and recovery and reducing loss of life.

Taiwanese President Tsai Ing-wen government policy was also inwards-welfare of their people (risk-alert). Quick decisions were made keeping the safety of people based on their prior experience with SARS and other epidemics. Taiwan decided to stockpile all domestically-produced masks and centralise masks distribution. They made wearing of masks mandatory. Furthermore, a ban was imposed on export of masks and mask production was increased to 20 million units a day (Wang & Ellis, 2020). All these simple measures taken in the interest of the people helped Taiwan to effectively respond to covid-19, kept mortality low and community spread.

3. Communication

Research shows that the communication style of women aligns with their communal gender role of building relationships, working collaboratively to resolve problems, showing trust, care and advise, being attentive to the non-verbal cues along with being good listeners (Mohindra & Azhar, 2012). They often communicate in a “rapport talk” style which aims to establish relationships and makes people in the relationship feel close to each other. A study on leadership conducted by US consulting firm, “Zenger & Folkman”, has consistently found that women score higher than men in their ability to communicate powerfully and prolifically (2012, 2019, 2020).

During the Covid-19 Pandemic, the communication style of women leaders of “rapport talk” proved advantageous in building relationship, trust and communicate solutions. Women leaders from the onset of the spread of Covid-19 relied on science and cautious consultation with experts to back their decisions involving national policy. This dynamic environment required collaboration, transparency with stakeholders at different levels both nationally and internationally which needed to be clearly and effectively communicated. They communicated their message of hard-hitting facts such as border closure and implementing the strictest lockdowns with vulnerability and empathy. They showed that they did not have all the answers and emotionally appealed to the public for the support. They clearly communicated covid policies within days of implementation and regularly connect with the people through televised briefs and Q&A sessions on Facebook live ensuring two way communication & implementation of policy and Corporate Leadership Workshops for Business Professional

A good example of clear, emotional communication was showcased by Angela Merkel in her rare televised speech in the early days of the Covid-19 crisis. She emotionally appealed for “social togetherness” and “solidarity” to brave the challenge in the darkest hour “since the Second World War” (Miller, 2020). For her initial response to covid-19 who was charting the way in the storm, the media worldwide praised Angela Merkel and compared other Western countries to Germany. Media commentator Ricardo Roa described Merkel as one "one of the very few" politicians worldwide who do not protect themselves but "lead… communicates with scientific rigor… with calm…disarms hysteria," (Mclean, 2020).

On the contrary, male leaders such as Trump, Boris Johnson and Jair Bolsonaro communicated conflicting information and underplayed the threat to save the economies Develop Your Leadership Skills and Drive Success in Your Organization

In conclusion, women leaders have shown to the world and their people their capability of leading their nation in times of crisis. Among the many attributes, this article looks at compassion, risk-alert and communication styles of women leadership in times of crisis. Leaders are leaders irrespective of gender and as the pandemic continues and intensifies in many places, the resolve should be to meet the needs of the people in the best possible way.

#leadershipkard #onlinelearning #teamwork #leadership #traininganddevelopment #leadershipdevelopment #teamwins #organisationaldevelopment #personaldevelopment #business #growthmindset #virtuallearning #onlinecourses

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essentialise · 1 year

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Flashback to Insider’s Breakfast on Culture and Talent, live from Manchester. And given some of the challenges our clients face, it’s never been more important. #talentretention #talentattraction #employeeexperience #onboarding #organisationaldevelopment #organisationalculture #scalingup #recruitmentdrive #employeevalueproposition #workplacewellbeing https://www.instagram.com/p/CnwDZaSowsm/?igshid=NGJjMDIxMWI=

#talentretention #talentattraction #employeeexperience #onboarding #organisationaldevelopment #organisationalculture #scalingup #recruitmentdrive #employeevalueproposition #workplacewellbeing

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alaconsultingfirm · 2 years

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Hi EID+J Community!

Inclusivity in Intellect is the future because the diversity of thought/ cognitive/neurodevelopmental abilities provides intersectionality in how we conceptualize interdependently as humans, and see the world individually as our own subculture. This concept is great if paired with using one or more of the 8 Intelligence modalities( they are: Musical-rhythmic and harmonic, Visual-spatial, Linguistic-verbal, Logical-mathematical, Bodily-kinesthetic, Interpersonal, Intrapersonal, Naturalistic we are all born with.).

If we are all able to use the intellect we identify with in school and our professional careers, we are able to show up at full potential and in purpose.

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sherrygideons · 2 years

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It was a great honor to share our behavioral super powers universe at the WOIII Powerful Women Leaders Empowerment Live Summit this past weekend. your behavior is super powers it would make you special. They are your behavioral fingerprint. Knowing and managing them are the key to your success. The behavioral superpower report is for anyone who wants to take their life to the next level in the areas of relationships, self discipline, Communications, academics, Family, and business success. The most influential leaders in the world are the ones that have a deep self-awareness and a desire to understand the differences in themselves and others. DM me if you’d like to find out more about our one of a kind scientifically validated behavioral tool. #talentanalytics #lifecoach #lifecoachtraining #lifecoaching #behaviormatters #certifiedcoach #disccertification #understandingpeople #behavior #discstyle #professionalcoach #coachcertification #lifecoachcertification #coachtraining #entrepreneur #communication #businesssuccess #organisationaldevelopment #behavioralscience #leadershipdevelopment #peopleanalytics #hrmanager #humanresourceslife #awareness #discpersonality #smallbusiness #remoteworkplace #hrtips #peopledevelopment #sherrygideons (at Phoenix, Arizona) https://www.instagram.com/p/CijP_RALPfR/?igshid=NGJjMDIxMWI=

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silewalshcoach · 8 months

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Unlocking the Power of Inclusion: A Deep Dive into "The Inclusive Leader's Pocket Guide: 5 Powerful Strategies For Success"

In today's rapidly evolving business landscape, the concept of leadership has undergone significant transformation. Gone are the days when leadership was solely about authority, control, and decision-making. In the modern era, the spotlight is increasingly on inclusive leadership—a paradigm that embraces diversity and fosters an environment where everyone can thrive. This brings us to the invaluable resource, "The Inclusive Leader's Pocket Guide: 5 Powerful Strategies For Success", a comprehensive guide that serves as a roadmap for leaders aiming to create truly inclusive work environments.

The main focus of the "Inclusive Leader's Pocket Guide."

The "Inclusive Leader's Pocket Guide" focuses on providing leaders with actionable, research-backed strategies to become more effective and inclusive. The guide is a theoretical discourse and a practical handbook filled with actionable insights. It aims to go beyond the surface-level understanding of diversity and representation, offering a comprehensive framework for leaders to create workplaces where everyone feels valued, respected, and included.

Five strategies for Inclusive Leadership

The guide outlines five key strategies that address various dimensions of leadership, from emotional intelligence to practical resource allocation. These strategies are designed to promote a culture of inclusion and drive positive outcomes for both the team and the organisation. The guide is a treasure trove of information, offering a multi-faceted leadership approach rooted in academic research and real-world application. For those committed to diving deep into the nuances of inclusive leadership, the "Inclusive Leader's Pocket Guide" is an indispensable resource.

Holistic approach to inclusive leadership

What sets this guide apart is its holistic approach. It doesn't just tell you what to do; it guides you through the 'how' and 'why'. It encourages leaders to reflect on their actions, emotions, and knowledge, aligning these elements for more effective leadership. This is not a one-size-fits-all model but a flexible framework that can be adapted to various organisational contexts. The "Inclusive Leader's Pocket Guide" is a must-read for a detailed breakdown of these strategies.

Who is the inclusive leaders’ pocket guide for?

Moreover, the guide is not just for those in leadership positions but is also incredibly beneficial for professionals in Human Resources, Training and Development, Organisational Development, and Diversity, Equity, and Inclusion. It provides a 360-degree view of what it takes to be an inclusive leader, making it a valuable asset for anyone involved in organisational development.

In conclusion, "The Inclusive Leader's Pocket Guide: 5 Powerful Strategies For Success" is not just another leadership guide; it's a transformative resource aimed at redefining leadership for the modern world. It provides actionable strategies backed by academic research, making it a reliable guide for anyone looking to foster an inclusive work environment.

Want to know more?

This guide is your go-to resource for those committed to becoming inclusive leaders. Don't miss the opportunity to empower yourself and your team. Check out the "Inclusive Leader's Pocket Guide" now and take the first step towards creating a more inclusive and psychologically safe work environment.

#InclusiveLeadership #LeadershipStrategies #DiversityandInclusion #OrganisationalDevelopment #HumanResources #LeadershipDevelopment #WorkplaceCulture #EmployeeEngagement #LeadershipGuide #InclusiveWorkEnvironment

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anumakandcompany · 10 months

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Only three things happen naturally in #organizations: friction, confusion, and underperformance. Everything else requires #leadership!!!

#anumakandcompany #sustainability #productivity #organisationaldevelopment #developmentopportunity

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gopakumarpillai01 · 1 year

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Employee-centricity is fundamental to the success of modern business. Read more. #business hashtag#success hashtag#organizationallearning hashtag#organisationaldevelopment hashtag#organizationalculture hashtag#employeedevelopment https://www.gopakumarpillai.com/employee-centric-organization/

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ajwang-caren-nancy · 2 years

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#organisationaldevelopment #proposal #proposal writing #grantproposal

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businessprocessoutsourcinguk · 2 years

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#odc #odcservice #odcservices #consultancy #organizationalconsulting #organizatoinalconsulatant #organisationaldevelopment #organizationaldevelopmentconsultancy

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karthikadme · 1 year

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Perfection In Service Delivery

“Transformation literally means going beyond your form” (Wayne Dyer)

In service delivery progression, to ensure the levels of service you provide is not regressing and you infuse improvements on a continuous basis. It is also called improvising the services. You can do this in many ways; few examples are bench-marking, replication of best practices, technological improvements, changes based on feedback, and your own experience.

In this context, let us look at the dictionary meaning of the word ‘Perfection’. Perfection connotes excellence, faultlessness, rightness, exactness, precision, flawlessness, aptness, or accomplishment. In service delivery, we all do this to strive excellence to meet the customers’ expectations. It is expected that customers appreciate improvising the services on a continuous basis; however, doing it right at the first time is what delights them. It means you deliver the services as expected by your customer on the above perfection connotes. What a coincidence, all the meanings of “perfection” fits so well for the service industry.

Sometime back I went to a two-wheeler showroom to buy a bike for my son. The dealer representative promised me to get the bike for a test ride in the evening at 5.30 pm to my residence. When I called him at 5.45 pm. He said that he has just picked up the bike and would be there in 45 minutes and never turned up. Despite calling him several times from 7 pm, there was no response. Finally, at about 8 pm, another person, a lady, picked up the call and told me that the test ride could be done only the next day around 11.30 am. In this prelude for a deal, I found that the concern for customers was completely missing and the above sequence of events were not meeting my expectations. Let us analyze what could have been done better. Since there was a commitment to meet at 5.30 pm, in case of any hurdles, the representative could have called me and updated that he is taking time and would reach at a specified time. Even after this if he really had difficulty in reaching, he should have called and requested me to accommodate for a test drive the next day. Though I had extremely high expectations from the dealer, he never made any genuine attempt to honor his commitment to satisfy the customer's expectations. The whole experience on service Excellence was missing which has resulted in losing the customer.

In the early days of my career (1996-97) I was working with a couple of my colleagues on an assignment to replace all the smaller UPS systems and replace them with N+1 UPS configuration for the facility. Since it was a fully operational facility, it was a big challenge to shut down the facility. However, due to Diwali festival, we got 5 days’ time and took this opportunity for a complete facility shutdown to make these changes. We were able to make this the most successful project because the team had done meticulous Planning, Organizing & excellence in execution by following the five-step process as detailed below: –

Overall project plan prepared with hour-by-hour activity basis.

As most shops will be closed during this time, the team had thought about what possible spares might be required and made adequate stock well before starting the activity.

A check list of items required were prepared and ensured everything was in place including tools and tackles.

Vendor commitments and the details of manpower to be deployed worked out in detail. Detailed discussions were held with executing contractors and all of them were detailed on work to be done and the time frame

Execution team with clear roles and responsibilities identified. The project plans were reviewed at multiple levels to ensure all requirements were considered and nothing is left out.

Improved service levels are important to meet the customer expectations, which is to go hand in hand with excellence in service delivery (perfection).

Five essentials for perfect service delivery are:

High on dependability. Once the job is assigned, you must ensure it gets done without reminders.

Commitment to commitment. You should fully commit to the commitments made and its timely completion.

In-depth planning, organizing and execution skills. (We looked at this with the above example.)

Build a culture of excellence in whatever you do. Example: MacDonald’s outlets, Pizza Hut outlets. They have clear written down service levels and standards to excel. Standards and service levels are maintained irrespective of who the service person is or time of the visit.

Passionate about things you do. If you take ownership and passionate of the processes involved, it will get done right at the first time itself, meeting customer expectations.

“Excellence is not so much a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team.” Azim Premji

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