Monthly Archives: September 2013

How often have your good intentions been mis-interpreted?

One of the biggest issues we face as developing leaders is the simple fact that we judge ourselves by our intentions, whilst we judge others by their actions.

Sometimes, we do things and say things with the very best intentions, but people are tired of hearing the same old phrases that simply aren’t backed up by the appropriate action, and sometimes, they don’t want things to change at all. Sure it may be an ineffectual way to do it now, but it’s my way of being ineffective…

Karin Hurt shares 9 crowd-sourced good intentions that aggravate team members. Just the headings here, so head over to : letsgrowleaders.com for the full details:

1. Just trying to help
2. Building Consensus
3. Looking for the best solution
4. Asking for Input
5.  Big New Ideas
6. Being Nice
7. Teambuilding
8. Grooming
9. _______What would you add?

Image courtesy of letsgrowleaders.com

Just what is leadership effectiveness? I am frequently asked to explain the concept (mostly because clients get a “Leadership Effectiveness” score on their GAPPS profile.) And whilst we have always recognized that leadership effectiveness is a multi-faceted beast that operates in all directions (up, down and sideways), is contextual and necessarily requires flexibility to adapt in approach and style, this in itself makes it almost impossible to be specific. Here is an article by Dr Jon Warner, perhaps he can explain it better…

The whole concept of what constitutes leadership effectiveness is difficult to be completely clear about because it is a multi-faceted topic that may have a wide variety of possible components: But despite the challenges, let’€™s make an attempt to define what in broad terms is likely to be involved. It also assumes that a team of people can be led to better coordinate their efforts. However, thinking about effective leadership has increasingly shifted to a much broader base and now includes any successful attempt to influence a group, whether or not there is formal authority or control in place (and in fact willingness to follow has assumed much greater importance).

Historically, leadership effectiveness was measured in terms of a leader’s influence in controlling others, to set and achieve goals and to coordinate the reporting team’s efforts on a “top-down” basis. However, although these factors may still play a part, leadership effectiveness is now likely to involve other factors, some of which are more important in terms of determining overall success, and to apply in part to individuals in a non-formal leadership role.

Visit the original post here: readytomanage.com

Is it really more difficult for women in leadership than it is for men? Natasha Golinsky shows us why women “need to be two-faced” to get ahead… so my question (full disclosure, being male) is, and why is this so different from being a man in business leadership?

When you’re a women in sales (or in any kind of leadership position,) your success largely rises and falls on your ability to be tough, persistent and courageous. Your paycheck depends on your ability to overcome rejection on a daily basis and not be stopped by what people think.Being meek and gentle doesn’t usually fall align with the qualities of a super saleswoman; however, from experience I knew that if Anna was going to be a true leader in her field we would have to find a way to soften her approach without breaking her passionate spirit.

• Why Women Need to Be Two-Faced in Business to GetAhead
• Untying a Knot
• Some Really Big Questions
• Women in Leadership
• Seeking THE Answer
• Leading Without a Title
• Getting To Be Two-Faced
• A Better You

Visit the original post here: linked2leadership.com

Image courtesy of linked2leadership.com