13 Leadership Lesson

Maybe a good idea to read the first two part of similar subject,  on leadership blind spot

  1. What are your blind spots?
  2. Relationship between employee engagement and performance

These 13 leadership lesson would act as guidance in avoiding or amending the 5 blind spots.

  1. Make the organization purpose personal:

  2. Be passionate about your purpose, not your numbers

    • numbers only measure progress
    • never state your purpose in terms of numbers
    • purpose inspires employees, numbers do not.
  3. Proactively close the gap between what we say and what we meant

    • telling people to be innovative, productive and more efficient is pointless
    • people hears these words rather too often which after a while, it just become background noise.
    • Communicate meaningfully, meaning, do what you say you will do.
  4. Tell great stories

    • compelling stories are memorable. in a way that data, slides and bullets never are.
    • Yet many leaders rely on dry data and statistic to make their points.
    • They should tell engaging stories.
    • You might have the best strategic plan, but if the plan aren’t communicated effectively with a powerful story, everyone will remember.
    • Use stories to get your points across with employees and with everyone else.
  5. Don’t place foolish emphasis on WIIFM

    • WIIFM means “what’s in it for me?
    • It offers a powerful inducement, but you can use better motivators, such as “adventure and possibilities of what can be.”
    • for most employees, these factors inspire more than self interest.
    • People like a challenge.
    • They like to make a difference and find a new ways to move ahead.
  6. Focus on emotional versus the rational

    • Before implementing a change program, these organizations muster relevant facts, communicate their plans to employees and wait for change to occur.
    • Senior executive then think, “Our people don’t get it”.
    • Instead of focusing on facts, focus on feelings, specifically on your staff thoughts and emotions.
    • If you can’t get employees on your side in tackling a change initiative, it will never get off the ground.
    • Connect with them, and they’ll make sure it does.
  7. Use dialogue to reach the hearts and minds of your people

    • employees want to believe that they matter to their organization.
    • to demonstrate that you hold your staff members in high regards, talk to them regularly about important issues affecting the organization
    • Dialogue transcends standard conversations.
    • Dialogue involves “caring, listening, questioning, refining new ideas and finding better solutions.”
    • Through dialogue, you tap into the ‘collective intelligence’ of your team.
    • such intelligence has great power.
    • Therefore, leverage it for the benefit of your organization
  8. Flip the switch for your people

    • often, when senior leaders engage in heartfelt dialogue with their employees, they end up amazed at the ‘untapped intelligence’ they uncover.
    • keep your employees up to speed about the company latest challenges so you can gain meaningful input and learn from them
    • which is a much better plan than always instructing them.
    • show what you can learn from them
    • make them, role models, of change champions of the organization
  9. Embrace human variability

    • human variability are inclusive of individual potential of high performances that make your organization special
  10. Clarify hard lines, guidelines and no lines to make the complex simple

    • ‘control and trust’ are essential for all organizations
    • leaders must ask when they should exercise a firm rule, and when they should let employees use their own good judgment.
    • balance the ideas of hard lines (how the organizations always handles things), guidelines (guardrails as needed) and no lines (employees figure things out for themselves)
  11. Use humor – it’s not just funny, it’s breakthrough

    • for decades, the cast members of Saturday Night Live have used humor to communicate basic truths.
    • Organizations can use humor for the same purpose.
    • Humor makes the work environment a safe space.
    • When employees laugh with one another, they’re more inclined to speak freely.
  12. Create a truth-telling culture

    • employees who can’t speak honestly about their companies often develop a victim mentality.
    • Reach out for ‘co-accountability’ instead, a culture where employees can tell each other the truth about the organization they work for and what they do.
  13. To thyself be true and others will follow

    • put aside your ego
    • understand that everything at work doesn’t center around you
    • instead of focusing on yourself, focus on the employees you lead.
    • to engage your staff members, put them first
    • as Richard Branson said, “client doesn’t come first, employees comes first, if you take care of the employees, they will take care of the customers.”

 

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