We have been asked on many occasions “is there a simple test that can quickly determine an executive’s leadership ability?” The short answer is yes, but keep in mind, simple and fast aren’t always the same thing as effective.
There are a plethora of diagnostic tests, profiles, evaluations, and assessments that offer insights into leadership ability, or a lack thereof. The problem with these efforts is they are overly analytical, very theoretical, and subject to bias. That said, they are fast, easy, and relatively inexpensive. The good news is, there is a better way. If you really want to determine someone’s leadership ability, give them some responsibility and see what they do with it. Leaders produce results. It’s not always pretty, especially in the case of inexperienced leaders, but good leaders will find a way to get the job done.
One of the primary responsibilities of leadership is to create more and better leaders. John Maxwell said, “There is no success without a successor.”
It’s important to realise that just because someone is in a leadership position, doesn’t necessarily mean they should be. Put another way, not all leaders are created equal. The problem many organisations are suffering from is a recognition problem – they can’t seem to recognise good leaders from bad ones. Here’s how to spot ineffective leaders pointing out a few things that should be obvious, but apparently aren’t:
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We’ve probably all been there when it comes to having an annoying co-worker. You know —
that one co-worker who is either overly arrogant, lazy, or talks your ear off?
Even if you consider yourself an easy-going person to work with, you’ve probably encountered that one colleague who drives you up your cubicle walls.
After all, what would work be without having a co-worker who drives you nuts? You’re probably familiar with the beloved co-worker we’ve all grown to love (or despise), David Brent from The Office.
He’s that annoying co-worker who describes himself as a “hardworking, alpha male, jackhammer… merciless…insatiable…” and is probably a good example of the person in the office you can’t escape.
So, let’s disarm the irritating wind up merchants of the world, shall we? Here are six ways to handle your most irritating co-workers:
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It’s not easy finding the perfect balance as a manager. You want to be the “nice guy”, the great boss that cares about their employees’ happiness, health, work-life balance, etc.
But you also need to make sure that the team is functioning at 100 percent, and sometimes this requires giving negative and constructive feedback.
Why is it hard for us to give negative feedback?
It’s hard for managers to give negative feedback, because human to human, despite our titles and roles, it’s not easy to point out someone’s shortcomings so openly.
It’s awkward, but luckily there are ways to get more comfortable with the process.
Click here to read How to give negative feedback respectfully
The ability to motivate employees is one of the greatest skills any manager or leader can possess.
After many years of delivering leadership and management programmes for some of the region’s most successful companies it’s interesting that many of them tell us that in today’s austere times there are more important things you can do to create a motivational environment other than using cash as an incentive. We’ve known this all along; it’s becoming more obvious to more enlightened bosses also.
Don't show 'em the money (even if you have it). Here are nine better ways to boost morale.
|By Geoff Roberts, 26 Jan 14 |
|I rather like Dan Pink's take on motivating employees - and especially the RSA version of it available at http://www.youtube.com/watch?v=u6XAPnuFjJc |
Companies that want to achieve continuous growth need to create a culture of continuous feedback.
The whole team should be working together to help make the company better.
As smart as most leaders are, if they’re the only ones making decisions, the company won’t be nearly as successful as ones that actively encourage employees to submit feedback.
Employees that are on the front-lines have a much better perspective of what should be improved and why, so it’s vital that you create an environment for them to speak their mind.
The way to do this is by removing any fear that exists in your company culture.
Click here to read the full article.
I’m sure many of us have been exposed to lousy leaders in our working lifetime.
Sometimes all that matters to lousy leaders are the numbers. The people who work for them usually pay the price for achieving those numbers.
Just think about the damage poor leaders wreak on others.
You know what it’s all about? Attitude:
In politics, Bill Clinton said, “It’s the economy, stupid.” In leadership it’s the attitude, stupid.
Lousy leadership begins with self-protective attitudes not lack of skills, intelligence, or talent.
Click here to find out what lousy leaders usually do:
All great leaders have tough conversations; career success demands them. It’s a chance to swap feedback and make sure your leadership is working.
Here are the top 10 questions asked in real-life ones as judged by real-life managers! So if you want some of the best one-on-one questions for your next one-on-one, check these out.
Recent research has revealed one in three leaders has no outstanding strength. That's frightening but maybe not surprising!
If you have one extraordinary strength you are in the 64th percentile of over 200,000 leaders. Competency delivers results.
Extraordinary leaders display and leverage at least one extraordinary strength.
John Zenger, author and CEO of Zenger/Folkman recently wrote about strength-based leadership. He explained that research based on over 200,000 360-degree assessments indicate that effective leaders possess one or more of 16 potent leadership competencies.
Great outcomes are connected to 16 leadership competencies that span five categories:
Click here to see what these 16 Leadership Competencies are.
Perhaps our first response to their research is I’m not as good as I imagined. Our second response should be how can I get better?
Effective leadership is more about the way others perceive you than the way you perceive yourself. With that in mind, what extraordinary strengths do your colleagues, co-workers, or direct reports think you have? How are you leveraging your competencies to deliver results?
Why not ask them? It could be some of the most valuable feedback you’ll get this year.
In cars, we have blind spots where we can’t see what is going on right around us. The larger those blind spots are, the more dangerous we are.
We can have blind spots in our life as well – things and behaviours that we do that we don’t understand or appreciate the impact that they have on others and in ourselves. In her book, Fearless Leadership, Loretta Malandro, PhD., identifies 10 behavioural blind spots that can derail leaders.
Click here to find out what these 10 blind spots are and how you can spot them:
Understanding is the first step. Identifying our own blind spots is the harder part. One way you can do this is to ask a few trusted confidants to work closely with us and point out where they see our blind spots.
This is a hard exercise but one that is very beneficial. We don’t like to hear about our faults. Others don’t like to point them out. But if we are open to growing and learning, then by identifying our own weaknesses, we can start the process of improvement and become more effective leaders.
The best leaders promote a culture where their people value themselves, each other, the company and the customers.
Everyone understands how their work makes a difference and this helps to build a commitment to higher standards where everybody is always looking to do things better.
An inspired and motivated workforce is essential for any business that hopes to stay ahead of the competition. But just how do you motivate people? What kind of leadership do people respond to? And how can you improve the quality of leadership in your business?
The stereotype of the inspirational leader as someone extrovert and charismatic is the exception rather than the rule. Looking at best practice across business, though some inspirational leaders certainly do fit this mould, a large number do not. Many are quiet, almost introverted.
Click here to find out what some of the most commonly observed characteristics of inspiring leaders are: