Articles tagged with: Authentic Leadership



Add Coaching to the Leadership Toolbelt

There is no argument that effective leadership requires a variety of competencies in the leader’s toolbelt. Some of these tools include effective communication, inspiring, directing, creating vision, strategic thinking, building relationships, adaptability, drive, execution and emotional intelligence. Coaching is a relatively new tool for the leadership toolbelt. Like all the other leadership competencies mentioned, coaching is not the only tool for leaders; however, it is an important one.

There are many misconceptions of what coaching is and even how to use it, and leaders often think they are coaching when they are not. For example, a leader meets with a team member to discuss a challenge, situation or area for improvement and basically tells the employee how to resolve the problem. He or she may tell a story of resolving a similar situation. Next, the leader encourages the team member to “get out there and make the changes.”

Does this scenario sound familiar? Although this approach may have a place in leadership (in fact, it’s more like mentoring), too often, it becomes overused. When a leadership competency is overused, it becomes a weakness.

Read the article in it's entirety here: http://www.trainingindustry.com/blog/blog-entries/add-coaching-to-the-leadership-toolbelt.aspx



Sharing Your Passion to Improve the Endgame

 

Developing people skills is a journey that begins very early in life.  At one time you learned basic rules about your personal behavior and how to get along with others.  Perhaps it was from Robert Fulghum’s book “Everything I need to know I learned in kindergarten,” or the Golden Rule, or just to be helpful.  These are great rules to live by every day.  You’ve had a good start. MSBCoach’s Leadership Maturity Model’s “Ground Level Essentials” will provide an excellent refresher and set a firm foundation for advancing your people skills.



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Executive Presence

 

Possibly, the most challenging is statement a leader hears is from their boss, stakeholder or board member is “You need to work on your executive presence”.  Unfortunately, this statement is elusive - leaders are left guessing what exactly needs improvement and/or creating their own conclusions.   


Perhaps their boss isn’t sure how to articulate what they need to do in order to improve.  Defining  just what “IT” is can be like trying to nail Jell-O to the wall.  Often people will say, “you just know when someone has it….” or “that person really has presence – they must be born with it….”.  


 


How Will You Be Known?

 

Most leaders don’t think about their leadership legacy. They think a legacy is something for older people or something you leave when you die. A Legacy, however, is something more. A true Legacy is a living thing that is a gift to both the giver and recipient and as it is passed on, it adds to the leader’s reputation. It is possible a legacy is not “formally” recognized until after a person retires; however, just as a person begins building their financial legacy from the day the begin their career, so a leader begins building thier leadership legacy the day you begin leading. This means leaders who desire a meaningful legacy need to be proactive.

 

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Leading for Results

  "Man cannot live on bread alone, he must have peanut butter (James A. Garfield)!" Similarly leadership does not stand alone, it must get results, and that means achieving well formulated goals. By definition, a destination is inherent and you MUST know where your are going or, as oft quoted Yogi says, "If you don't know where you're going, any path will get you there." 

 

 

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Relationship Management

 

Possibly, the most challenging is statement a leader hears is from their boss, stakeholder or board member is “You need to work on your executive presence”.  Unfortunately, this statement is elusive - leaders are left guessing what exactly needs improvement and/or creating their own conclusions.   


Perhaps their boss isn’t sure how to articulate what they need to do in order to improve.  Defining  just what “IT” is can be like trying to nail Jell-O to the wall.  Often people will say, “you just know when someone has it….” or “that person really has presence – they must be born with it….”.  


 


Leadership Confidence

Most leadership programs miss the mark in developing leaders. They try to re-create the person or make them into someone else, possibly a specific leader that is revered and admired. Although it is beneficial to read and learn from others, it is crucial to your leadership confidence that you know yourself. In John Mason’s Book, An Enemy Called Average, he makes the statement, “All of us are born originals but most of us die carbon copies”. We do not need anymore “carbon copy” leaders. We need leaders who really know themselves, are self-managed and confident to move organizations forward.

Knowing yourself is self-awareness (the first component in Emotional Intelligence – for more information on Emotional Intelligence read “Leading with the Whole Brain”. What does it really mean to be self-aware and how does this affect your leadership confidence?

Controlling behaviors begin with self-awareness.

Self-Awareness is your ability to accurately read and understand your emotions, to be aware of your triggers, hot buttons and the responses that are provoked when they are pushed or tripped...