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How To Build A Winning Culture – The Podcast – Part 1

Business Culture seems to take prime position in conversations with business leaders these days.
So we decided to hit the issue of Business Culture head on at Bridgeworks Leaders In Action Forum in April 2019.


This well-attended forum was themed around “How to Build a Winning Culture”. With four award winning business leaders on the panel and a very vocal audience there wasn’t a lot of time for breakfast! We had a robust discussion around what makes or breaks modern day workplaces.


Podcast Series: How to Build a Winning Culture


In case you missed the breakfast, I am excited to announce that we captured the discussion and we will create a podcast series focused on “How to Build a Winning Culture”.


Here is the first Podcast gem….


Podcast 1: How to Build a Winning Culture – “Ownership and Influence of Culture” (with Christine Khor)



Over the series we’ll hear about


  • What qualities/habits build the best organisation culture
  • What leads to the demise of culture
  • As leaders what should be “front of mind” in building a business culture that generates the best results

You Don’t Build A Healthy Business Culture With Gimmicks


Culture essentially reflects the behaviour, actions and attitudes of a business leadership.


In fact, no amount of posters, mugs, reminders of the values of an organisation will make any difference if there is a lack of congruence in how managers lead their people.


The next 4 questions contain the key to why Bridgeworks emphasises leaders’ quality feedback around “How Others See Me”.

  • As a leader, are you trusted?
  • Do you treat people with the respect they desire?
  • Do you really understand the difference between ‘managing’ and ‘leading’ your people?
  • How well connected to your people are you as their ‘leader’?

10 Key Factors That Build And Sustain A Winning Culture


The panel and the leaders in the audience raised 10 key points. These will feature in the forthcoming Podcast “How to Build a Winning Culture?” series:

  1. Customer care begins with your staff. Your people should be your #1 “customer”
  2. If you are paying a bonus, call it a “profit share”. That is what it is. It comes out of the dividends of the company – they are ‘investing’ in the business. It is part of the profit. Don’t call it a “bonus”.
  3. Find out what makes a staff member special / what rings their bells. Learn what they like to do so you can talk with them about that special interest. In other words, show interest in their world.
  4. People don’t leave their job, they leave their boss.
  5. The standard you walk by (as in what you choose to walk past) is the standard that you accept
  6. Support workplace flexibility – by trusting the employees that they will contribute as much and more when they are working from home
  7. Maintain a collaborative leadership style – leaders make everyone play the game
  8. If you want to know how good your culture is, look at the level of willingness of your staff
  9. Have enjoyment and fun at workplace. Contributing positively to the cause. All valuing each other
  10. Praise the good and recognise it in the moment. So don’t step over the little things.

I’m looking forward to sharing this and more with you over the coming months.
First, watch the taster of what is to come:


Ownership & Influence of Culture

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How to Build Winning Culture – Forum of Leaders

DIVERSITY seems to be the hip word for the moment. Organisations who astutely leverage diversity seem to have “winning cultures”.


Of course, we all like to think that we are inclusive, that we deal fairly with diversity. However, my reality as I work with many organisations is that there is a high level of frustration and angst.


So, how do you get people of wide backgrounds and diversity to work as one collaborative team?


That is what we asked some successful leaders living in winning cultures celebrating positive outcomes of diversity.


Building Winning Cultures is a forum of leaders who have all built highly successful workplaces underpinned by cultures of excellence.


Building Winning Cultures
Forum of Leaders


PODCAST SERIES COMING SOON


 

The Panel Experts


Paul Serong

Paul Serong

Managing Director – CAC


CAC has won both State and National Awards at the Australian Rehabilitation Providers Association (ARPA) annual award program.. Paul is a great believer, and practitioner, in taking his people on the business journey of success. He’s been a client of Bridgeworks for over 20 years.

Tony McGinn

Founder and Chair of MCM Entertainment
Principal,The McGinn Partnership


Over 33 years Tony built independent media production and networking business MCM Entertainment around the world with operations in the U.S., Europe, Asia and Australia, employing at its peak 150 staff. Having sold MCM in 2016 Tony is working with select organisations on how to achieve their growth ambitions.


Trisca Scott-Branagan

Trisca Scott-Branagan

Head of Marketing, Institutional – ANZ


Trisca was named “Marketing Executive of the Year” in 2017 by CEO Magazine, and is ranked one of the top 10 most innovative CMOs (Chief Marketing Officer) in Australia in 2016 + 2017 by CMO Australia.

Peter Sutton

Peter Sutton

CEO of Sutton Tools


A leading Australian manufacturing organisation, Sutton Tools was named ” 2018 Manufacturer of the Year” under Peter’s leadership. Their precision cutting and drilling tools are exported all over the world.

What do the panel experts have in common?


All these leaders have one characteristic in common: They all know how to harness the best in their people!


How do you do that? What is the key(s) in building businesses of excellence?


To find out how they’ve done it, come along to the ‘Building Winning Cultures’ and be part of this highly interactive forum. Bring questions, share your experience. This forum promises to be a good investment in your team’s learning and development and a great way to show clients how much you care about your relationship with them.


In fact why not book a table (8-10 people) so you can bring along your team or your valued clients?


There are limited seats, so book now to avoid disappointment.

Building Winning Cultures
Forum of 
Leaders


PODCAST SERIES COMING SOON


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Building Bridges And High Performance

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Building bridges or burning bridges? What do you experience in your organisation?


Recently I had an MD on the phone in desperation.


I am running a $350million company and I can’t talk to my Production Director. It’s a dysfunctional relationship. We are about to embark on a $30 million expansion of production. I’m at a loss. Your name was referred to me.


How Dysfunctional Relationships Destroy Performance


This scenario is unfortunately a common occurrence. All too often, the fact is that key senior people and leaders have dysfunctional relationships.


Imagine what this does to aligning goals that impact your bottom line? There’s no alignment – only WAR!


So, why does the problem arise so often?

And most importantly, what do you do about it?


As a matter of fact, the problem starts with an exhibition of poor “EQ” or “Emotional Intelligence”. As you know, emotional intelligence is the intelligent use of emotions. “EQ” makes building bridges possible, but its absence leads to ‘lack of trust’. Yet as we know, trust is the glue that binds together a diverse group of people into a high performing, functional team.


The foundations of Trust are represented in one simple formula. From it, you can easily see the problem and what to do about it:


TRUST = (Competency x Reliability x Intimacy) / SELF


Thus, the more you focus on yourself (“SELF”), your own gain, your win and your ego, the less trust can grow in the relationship.


Conversely, the more you focus on the needs of others, the more likely it is that TRUST will develop, and both parties can find a WIN-WIN solution.


By the way, TRUST also flourishes when people deal with competent, reliable people. And “Intimacy” is more about the “CARE factor”. Now, let me ask you to think of actual situations and consider:

  • How much do you really care about the other person?
  • How much do you make an effort to understand their feelings, their situation?
  • To what extent do you take people “on the journey”?

How You Can Make Building Bridges Possible


To solve the MD’s crisis, Bridgeworks took the executives, including their executive leadership team, away for 3 days to a magnificent conference centre in the rainforest.


First we had gathered high quality data on how these leaders saw each other. From those insights, we pitched several challenges at the group. Because they did not feel exactly like their everyday business situation, these activities made it easy for everyone to participate. And they highlighted their dysfunctional behaviours and the resulting impact on the bottom line of the team challenge.


Looking In The Mirror


Indeed, for most people, such a powerful look in the leadership mirror demonstrates the lost opportunities to business due to poor behaviour (poor EQ).


Simultaneously, looking in the mirror highlights the massive opportunities when completely different people collaborate and respect each other’s differences.


Is Trust important to you? If so, what next?


Because team diversity is a fact of life, it makes good business sense to help teams work better together and build trust.


If you are interested in improving your ability to work with diversity and your ability to help your team improve trust, consider enrolling on our March LeadershipNOW program at Cape Liptrap on the wild Victorian coast. Open to leaders from diverse backgrounds, it is an ideal opportunity to see the power of the leadership mirror and of the bridge building process.


Places are limited.

Check the program here
And express your interest! CONTACT US

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Productive Leadership Or Not? Your Choice

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Good, productive leadership is hard to find.


Over the past month I have worked for businesses exhibiting completely different leadership styles – from poor to excellent.


There are key learnings from each scenario. For easy reference, allow me to label them as follows:

  1. “Mr Nice Guy”” leadership
  2. “The Iron Fist” leadership and
  3. “Leading with Humility”

 

Mr Nice Guy Leadership


“Mr Nice Guy” was very pleasant to deal with. In fact he was nice to everyone.


However, where was the discipline when people fell out of line; when standards were breached? What were the standards anyway? Who was keeping people accountable to those standards?


The result: high levels of team disengagement, bullying and silos between departments.


This business was like a ship that is moving, not sure what direction it was heading on any given day. In fact, we are not sure where the rudder is!! Going in circles was commonplace for this organisation.

 

Iron Fist Leadership


“Iron Fist leadership” is the opposite. In this business I am working with, there’s one person in charge and we all know who that is. Just don’t step out of line or suggest an idea that is better than his!


His leadership reminds me of a great book “The Flight of the Buffalo” by James Belasco & Ralph Stayer.


Kill the Alpha male bull and the herd are totally lost having been dependent on this type of dictatorial leader for such a long time.


The result: the ‘death’ of passion and engagement.

 

Leading with Humility


The final client I have worked with impressed me with his humility.


This was a family business, with the leader having a powerful passion for doing the best for his business. He often spoke about the pride in his workers. For him, his 250+ staff were all “family”.


“Like family, we have our differences, but somehow we are able to have open, honest discussions without getting offended and defensive. It encourages new ideas and innovation.”


Unlike our buffalo above, this leader was more about leading the geese, flying on the lift and encouragement of other geese.


Leaders who have enough humility to look in the leadership mirror tend to take employees with them on the journey to excellence and highly performing teams.


When working with their leadership, I was impressed by their gratitude and passion they showed for learning more about and growing their EQ (Emotional Intelligence). Impressive when most of them were engineers and technical people!


They were definitely a “Professional Team” rather than simply a “Team of Professionals”


Richard Branson learnt some lessons early in life about the power of “looking in the mirror”

“When I was a kid, I had a tendency to criticise. But when I did, my mum would whisk me off to the bathroom to stand in front of a mirror, ten minutes, never less, to think about how criticism is a poor reflection on the one who criticises.” – Richard Branson

 

Is Your Leadership As Productive As It Could Be?


Are you seeking highly effective feedback about your leadership?

Not just from your staff but from peer leaders, and in a very constructive context, free from the constraints of your everyday work.


Put your leadership style to the test!


Join a small group of professional people in leadership roles who want to explore alternative ways of optimising team effectiveness by the way they lead under pressure.


The intensive workshop is designed for its specific participants around a highly practical process. This  means you will be exposed to real scenarios (most outdoors) that will set strong directions for powerful leadership back in your workplace.


Watch some participants comments


LeadershipNOW is set in the spectacular Cape Liptrap on the East Coast a couple of hours from Melbourne. This unique location is ideal for a total leadership experience  combining outdoor activity and indoors work in a small group 


Places are limited, but still available on our March program in 2019.

Express your interest or book early.

Not available in March? Join the wait-list now.


Call Wayne on 0402 300999 or by email here.

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Mission, Vision, Values…Rubbish Or Reality?

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Mission, Vision, Values… many organisations have a document defining those big words, often after much effort. In many cases it is filed or hung on a wall … and promptly forgotten.


Words are cheap! In our present political climate we see much effort going into the words that politicians use to ‘spin’ their way into parliament. We all know however that actions speak louder than words. And sometimes those actions lead to a very public destruction, instead of the construction of the “Vision”.


Are You Living & Breathing Your Organisation’s Mission, Vision?


Currently I am working with a client in education where the mantra is “We are passionate about our students”, “We want the best education for our students and school”. These are encouraging, positive words and mission, however what they practice as school citizens to each other as peers is a very different story.


The students are watching their teachers’ behaviour not just in the classroom; they also observe how they deal with other teachers in their school “team”.


A message a teacher wishes to convey may be “it is important to work together – in particular with people who are different to you”. However their actions with other teachers, with whom they are in conflict, show the opposite. There is bullying, egos and conflict between people that gets in the way of showing the best example of their mission (and passion) to students.

Many workplaces are no different.


My Challenge To You


Let’s just say someone spends a couple of days working in your business and observing workplace actions, attitudes and behaviours. At the end of their stay, they are to answer the following 3 questions:


  1. What are the values that this organisation holds deeply – the good, the bad, the ugly?
  2. What would they write about your business? Would they feel the team lives the organisation’s mission and vision
  3. What confirming behaviours do you think they articulate?

Many organisations have values around “Teamwork” “Collaboration” “Working Together achieves more”. Sadly for many this mantra is built on sand and quickly washes away through conflict, poor communication or a lack of open, honest conversation.


Is It OK To Have A Difficult Conversation?


Consider these 2 points honestly:


  • What process do you have in your organisation to encourage difficult or open conversations?
  • Do your leaders practice such important habits?

These critical habits are symptomatic of highly productive teams.


Yes, we have different views of the world, but because we choose to understand the others point of view rather than get ‘offended’ – a whole new world can open up. This is why high performing teams decide not to get offended by opposing views but to see to understand.


Handled the right way, conflicting views can be seeds to new opportunities, new gateways. Welcome them and ask yourself:


  1. Do you want to encourage more open, honest conversations?
  2. Are you taking full advantage of diversity in your workplace?
  3. Would you love to see a high level of respect and trust running in your business veins?

Start with “Why?”


I love Simon Sinek’s You Tube ’Start with Why?’. Until we can connect to our deeper questions of why we do what we do, we are only dancing around the edges.

Just like this education team with whom I am working, we may talk about being passionate about students’ welfare, but our actions say that “protecting self” is a greater priority.


It Is Time To Act


At Bridgeworks, we are passionate about helping leaders and teams understand the true impact they are having on their clients and each other. Nothing in team dynamics is stable for ever. Even previously effective teams can stop generating inspired outcomes. So it may be time to review what is really happening.


Should any of the above hit a nerve for you, let’s discuss your challenge and consider some of the many solutions we have delivered for the past 20 years. I would love to take your organisation on the exciting journey towards positively engaged and effective teams.

Give me a call on 0402 30099.

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The Challenge Of Having To Rebuild Unity And Trust

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Most business leaders face the challenge of managing tough transitions at some stage. Like having to rebuild unity and trust within their organisation. The Canberra dramas that played out under the media spotlight are a reminder of the risk that any organisation faces.
We can all draw lessons from the recent political events and their aftermath.


Key Learnings From Recent Political Events


ScoMo has his work cut out for himself!
The two key ingredients that boost a team’s impact in any organisation are Unity and Trust. These are the 2 mountains that ScoMo needs to climb. His end goal is winning an election. A goal that requires him to make the government and the party functional again, and credible with the Australian voters. He does not have much time to press the restart button and rebuild unity and trust. Survival is at stake!


Symptoms Of Lack of Unity and Trust


Many leaders face tough internal contexts for one reason or another. Even healthy businesses can suddenly have to recover from some significant disruptive event, like a merger, acquisition or a restructure … And still win a raging battle in the market place.


If we look into the mirror and observe our organisation as an unbiased outsider would, what do we see?

  • Do you see passionate people doing everything possible to make the business number 1 and to achieve your vision?
  • Is it happening fast and smoothly?

OR is the picture less rosy?

  • Are you sensing passive resistance to your plans?
  • Do you get apparent approval but no real commitment to making things happen?
  • Are communication silos breaking down your efforts at building effectiveness?
  • Does your team environment look like a WAR ZONE with factions, and manoeuvring behind closed door?

Be Aware Of The Risks


An early diagnostic can prevent long term or irreparable damage. Consider these six possible consequences of not acting promptly to rebuild unity and trust:

  1. Does that internal conflict affect customer satisfaction with your product or service?
  2. Does it undermine your credibility with your ideal customers and/or your business partners?
  3. How much advantage are you giving away to your competitors who watch your team disintegrate from business strength
    to weakness?
  4. Are you missing out on profitable business?
  5. How much energy is your team wasting on fighting itself instead of your competition?
  6. Are you losing good, invaluable, people out of their frustration with the lack of unity?
  7. Are you losing their trust in your ability as a leader? In your organisation’s ability to thrive, and help them thrive?
  8. Are you wasting your own energy putting out spot fires all the time? Worse, are you fighting an increasingly out of control fire about to destroy you and your dreams?

Rebuild Unity And Trust NOW


Brand harmony, consistency and unity is essential to the success of any brand. It only happens when the team behind the brand acts as one and as smoothly as a well-oiled machine. It is a critical characteristic of any high performing team, wherever it operates, in government or business.


When the unity and trust break, it is impossible to achieve goals. Additionally the organisation, and its people find themselves spiralling backwards very fast.


Rebuilding can be a long and winding road! The power in the hands of any leader, whether it be in politics, a corporation, SME or the local football club, is the ability to build unity: A common sense of purpose and direction.


How good are you at engaging and uniting your people?
You maybe their manager, but would they vote for you as their leader?


When was the last time you looked in the leadership mirror anyway?


Turn-Around With Real Life Feedback


Recently I ran into a long term client of mine and he often reflects on how he once was an arrogant, ego driven boss. When the Bridgeworks feedback confirmed that, he was left with a choice; continue to work long hours making up for the “incompetence of others”? Or start engaging those around him, valuing their contribution, uniting them as a team and rebuilding trust lost from his lack of self awareness.


Fortunately he took the latter option and now is bearing the fruit of coaching and mentoring others.


Time To Act And Rebuild


You are a leader, so you are keen to lead your business out of crisis mode and to optimise results. So TALK TO US about first reviewing your leadership effectiveness with our Interpersonal Flexibility measures.


My clients say that it is a great start to building a winning team.

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Aligning Multiple Sites towards One Culture

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For organisations with multiple offices or Branches, aligning them to the one goal and one culture uniting them all can be a battle.


Recently I had feedback from a client in the mining sector with branches up the East Coast of Queensland.


I clearly recall the mess our branches were prior to the course, and how the relationships between the staff improved and remained strong long after the course completion.

The skills learnt drove our business in North Queensland.

I regret the lost opportunities within the product business, largely due to egos and lack of cooperation between business managers. DISC would have contributed to a more successful outcome, sadly some people “know best”.


Creating an emotionally safe learning environment


First of all, it it is important to create a learning environment away from work; a context where people can clear their head, have permission to speak openly – all backed up with quality feedback as to how the world sees them is key.


Accountability is the key to Alignment
We are all good at setting goals, KPI’s and targets. The cards all fall over when there is a lack of accountability, a lack of buy-in to the overall “acceptable” and “unacceptable behaviours”.


As leaders across varied sites, it is critical that there is a clear sense of common purpose.


Taking time to Reflect On “One Culture”


With the world changing so rapidly, lead teams need to take time out to remind themselves of 4 key points around the One Culture they want to foster:

  • Why are we in leadership?
  • What is our purpose as a business (beyond making our shareholders happy) and
  • Are we living and breathing the values we espouse to our business?
  • Do we trust each other enough to fearlessly keep each other accountable to agreed behaviours?

The smart successful companies do refresh and nurture the alignment of their people. Many have been clients of Bridgeworks for nearly 20 years now.


So you are wise to measure what is happening and identify any clear or hidden issue around

  • A lack of common purpose and authentic collaboration
  • Too much “grey” around what are “acceptable” and “non-acceptable” behaviours
  • Diversity leading to conflict between sites
  • A need to engender a culture of “proactive leadership” rather than “reactive management”

Give me a call at Bridgeworks to discuss. An open conversation can make a big difference in moving forward and working towards ONE CULTURE!

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The Power of Learning By Doing

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Are you wondering what a blue flag has got to do with learning methodology?


Well, the Naval ‘Blue Peter’ flag (above) carries many excellent parallels to leadership and life.


This flag is displayed anytime a Naval ship leaves the safety of harbour and heads into the unknowns of the wide ocean. A bit like a young person heading into the unknown of a big, wide world. How well will they cope with the unknown? So it was chosen as the symbol of a global, personal development program called “Outward Bound”, building resilience for young adults.

Outward Bound, is designed around these “learning by doing” principles.


Adult Learning that Sticks


Adult learning is at its best when it is hands-on, real and relevant. That is one of the many reasons I include it in the design of team and leadership programs with my clients.


Good leaders know the value of ‘learning by doing’. Isn’t life just one big classroom anyway?!


In my past life I was an instructor and program manager for Outward Bound Australia. “Learning by Doing” was the motto for the Outward Bound school. It is powerful as you learn what leadership works, and what doesn’t, in real time.


Are your people hungry and lost?


When you are hungry and lost, its amazing how quickly people want to then learn how to use their map and compass!! People’s natural strengths and weaknesses are exposed quickly.


This, combined with high quality feedback around leadership style and effectiveness, makes for a high quality, relevant learning experience such as Bridgeworks’ Leadership NOW program.


I have always believed that if you can make the learning practical, fun and relevant, people remember the experience for many years. Isn’t that what learning should be like any way?

Any barriers or ‘push back’ give way to greater openness, a safer emotional environment and increased personal learning.


How to Maximise Leadership Learning


So, how do we achieve the best results from our learning? Ensure the following:

  1. The learning environment is outdoors, practical & hands on
  2. Critical measures around leadership & behaviours are foundational to the process
  3. Create a ‘place apart’ from the usual business environment setting; a challenging yet safe space such as our next Leadership NOW program at the wild Cape Liptrap (29-31 August)

Finally, when assessing your next training or leadership program, ask yourself:

  • Will the learning be lasting?
  • Does the process bring to life the realities of leading others – beyond techniques and theories?
  • Will it fully engage participants in the learning?

If you are after a powerful, long lasting leadership process, check out our Leadership NOW program. Limited places are still available on our August program (29th-31st).

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Ten Ways To Have A Better Business Conversation

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As texting and smart phones take over our lives, the art of a healthy conversation fades more into the background. And that affects a business conversation as much as personal conversations.


According to Celeste Headlee we are becoming more polarized, more divided that at any other time in history – as we lose the art of conversation.

Conversational Competence and Interpersonal Flexibility

These divisions and fear of political correctness mean that conversational competence and interpersonal flexibility have taken a hit.


Celeste has suggested 10 ways to have a better conversation. If we could master just one of these, we would save a lot of energy, learn more and uncover more gems of wisdom.

  1. Don’t multitask – Be present, be in that moment
  2. Don’t pontificate. Know that every conversation you have you are going to learn something from them. Everyone you ever meet will ever meet know something you don’t know.
  3. Ask open questions question – Start your conversation with a question: Who? Want? When? How?
  4. Go with the flow – let thoughts come and go
  5. If you don’t know, say that you don’t know
  6. Don’t equate your experience with theirs. Their experience will most likely be very different
  7. Try not repeat yourself. It is condescending and is really boring
  8. Stay out of the weeds. People care about you and what you are like (not the details)
  9. Listen – if your mouth is open, we are not learning. It takes energy. most of us don’t listen with intent to understand, we listen with an intent to reply
  10. Be brief – A good conversation is like a miniskirt, short enough to retain interest, but long enough to cover the subject!

Actually, all 10 principles are simple and easy to implement in any personal or business conversation. When you are conversing, you just need to ask yourself:

  • am I fully present?
  • am I being genuine?
  • Have I made this person my priority at this point in time?

If you want to know more, check out Celeste’s TED presentation: https://www.facebook.com/TED/videos/10159622445610652/


Creating a safe environment for a real conversation


Bridgeworks’ programs are about creating the safe environments in which participants are encouraged to have the difficult conversations that our busy lives don’t allow the time for.


If you sense more open and honest conversations are needed to move your team forward, I’d love to share our experiences and ideas.


Email us or Call the Bridgeworks office on 03-9585 7990.

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10 Truths About Leadership

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Leadership can be so complex. Occasionally I come across people who are able to distil leadership back to the raw truth.

 

Authors and prolific leadership educators, Barry Posner and James Kouzes, spent 30 years pouring over their research data from over a million respondents to discover what has been consistently true about leadership over the years.


These truths are accessible to all of us…. as long as we are willing to take action and take responsibility.


The 10 truths about leadership:

 

1.  You believe in yourself. It all starts with the fundamental belief that you can make a difference and you will have a positive impact on others.

 

2. You have credibility. Your people have to believe in you, too. If people don’t believe in you, they won’t willingly follow you.

 

3. Your values drive commitment. Your people want to know what you stand for and believe in, and that your values align with theirs.

 

4. You have vision. Focusing on the future and having a long-term perspective sets leaders apart. You imagine and articulate exciting possibilities for your followers.

 

5. You know you can’t do it alone. Being surrounded with support and talent, and engaging the team in pursuing the cause sets you apart. While that sounds obvious enough, the difference in the research is that great leaders are obsessed with what is best for others, not what is best for themselves.

 

6. You give trust before you get trust. If you have to rely on a team, trust is the social glue that holds the team together. And the level of trust your people have in you will determine the amount of influence you have. The key? Earn their trust before they’ll be willing to trust you.

 

7. You welcome challenges. Great accomplishments don’t happen when you keep things the same. Change involves challenge, and challenge tests you. Great leaders step up to the challenge, and come face-to-face with their level of commitment. A great challenge will reveal your grittiness and mindset about change.

 

8. You either lead by example or you don’t lead at all. Leaders have to keep their promises and become role models for the values and actions they espouse. You can’t ask others to do something you aren’t willing to do yourself. And, you admit mistakes and learn from them.

 

9. You are a great learner. You have to believe that you can become a better leader tomorrow than you are today. This takes constant improvement, practice, feedback, good coaching, and a willingness on your part to ask for support.

 

10. You are motivated by love. You love your employees, customers, and the mission you are serving. Since leadership is an affair of the heart, the best leaders have been shown to be motivated by the love that energizes them to give much to others. You just won’t work hard enough to become great if you aren’t doing what you love

Content courtesy James Kouses & Barry Posner

“The Truth About Leadership”

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