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
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.
When you think of doing a stakeholder analysis, doesn’t it seem a little mid-20th century? When you look at it, after all is said and done, isn’t it really just names? Scrawled black and white names hanging there on the page in front of you with no depth whatsoever. However, there is something much, much more going on behind each and every name on that page. Every one of those colleagues, every one of those team members, has an emotional makeup that pushes them to make all sorts of decisions, both logical and illogical. Those humans, every individual named on that page, are flesh, blood, and bones so why not take that fact into consideration the next time you perform a stakeholder analysis?
I understand, it might seem a little challenging to project your EQ onto something as two-dimensional as a stakeholder map. “I mean” you might be thinking “isn’t the stakeholder analysis supposed to simply be a strategic planning tool? Don't make this more difficult than it needs to be!”
Another way to look at the MSBCoach Leadership Maturity Model - or Our Approach - is in this LMM Competency Matrix:
Why is it there are some people that easily draw crowds at parties and other social gatherings while others struggle to make connections? There are a number of reasons this occurs but surely, the “people magnet” in the crowd has what we define on the MSBCoach Leadership Maturity Model (LMM) as “Advanced People Skills.” Advanced People Skills are not only valuable in daily social interactions but they are essential to good leadership. After all, projects are managed and people are led. And good leaders must be equipped with the appropriate level of job knowledge as well as the people skills necessary to optimize the team’s production and job satisfaction. Advanced People Skills include the ability to motivate and influence others. Someone with this competency is also approachable, open minded, able to read people, and is collaborative.
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...
It was the hottest week of the summer so far and the air conditioner in my condo stopped working. Hot and moody, I called in a repair request to my leasing agent. A day passed, and not hearing from them I decided to call again. Not only was the heat rising, so was my impatience. The receptionist for the leasing agent apologized and reassured me that a ticket would be placed for first thing the next morning. ‘First thing’ came and went, the temperature rose, and by now my impatience was growing to anger and frustration. I started to mistrust this company with whom I was doing business. I felt like I couldn’t rely on them to be true to their word, or to contact me if they would be unable to fulfil a request.
It’s happened to us all: At some point in our careers we didn’t know the answer.
We were not prepared. We weren’t sure of what decision to make. And for some – this is our worst nightmare! Especially in the workplace, we are concerned with how our coworkers, bosses or clients perceive us. We want them to feel we are credible and competent additions to the team. But how do we balance that with our innate “human-ness”? The state of being imperfect – but trying to be so?