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1. Keep an open mind about the view of others
2. Show genuine concern for other people
3. Encourage openness and honesty
4. Communicates clear objectives
5. Demonstrate commitment to personal and organizational values
6. Display confidence and capability (p. 164).”
What are some things you do to build trust?
From: Gautrey, C. (2014). Influential leadership: a leader’s guide to getting things done. London: Kogan Page.
“When it comes to knowing yourself, you are likely to have some blind spots. We all do. Unfortunately, not seeing ourselves accurately can have negative consequences. We may over-estimate our performance and then are surprised when we are passed over for promotion. Even when the outcomes are not as consequential, we miss opportunities to change our behavior. Underestimating our performance can also be detrimental. We may have done well in others’ eyes, but having a low image of our performance can cause us unnecessary stress and may make us take actions that preclude opportunities that could have been open to us.
Fortunately, there is a way we can improve our self-knowledge. This is called ‘mindfulness’ – paying attention to our current experiences without evaluating them. Being mindful without evaluating ourselves has two advantages: it gives us more and higher-quality information about ourselves and it overcomes our natural tendency to protect our ego (p. 38-39).”
- "Be a good coach.
- Empower your team and don't micromanage.
- Express interest in team members' success and personal well-being.
- Don't be a sissy. Be productive and results oriented
- Be a good communicator and listen to your team.
- Help your employees with career development.
- Have a clear vision and strategy for the team.
- Have key technical skills so you can help advise the team (p. 72-73)."
“You are a unique human being, and there is no one else like you in the world. You have unique gifts, talents, and perspectives that you bring to your relationships with others. You have experience and knowledge that position you to make the world a better place.
Consider all of the roles you play in the work you do and the life you lead. Think about the difference your efforts have made to your networks over the course of a lifetime.
Your belief in yourself can form a steady cadence that drives your movement through this world. It can help you honor yourself: your inner courage, your willingness to take risks and open doors, your ability to be vulnerable and extend forgiveness. It can put up a strong barrier between you and those who would ask you to compromise your inner spirit and what you know to be right.
Your belief in yourself can illuminate your way forward when you’re surrounded by uncertainty or confusion. When you believe that you are a naturally caring person, that you want to do the right thing, and that you are on a search to become the best version of yourself (p. 186-188).”
What are two gifts/talents that make you unique?
From: Reina, D. and Reina, M. (2015). Trust and betrayal in the workplace: building effective relationships in your organization. San Francisco: Berrett-Koehler Publishers.
- "Credibility: the power derived from your professional standing and expertise.
- Character: the underlying traits, values and beliefs that shape your behavior.
- Presence: the impact you create and the feelings you stimulate when people meet you.
- Position: the roles you play and how you maneuver yourself into the limelight.
- Connections: the network of relationships you have around you and your work.
- Skills: those exceptional abilities you have that enable you to get things done.
- Agenda: the issues and priorities you focus your leadership attention on (p. 29)."
- Have a clear vision for the future
- Set direction
- Inspire others to follow them
- Enable greatness in others
- Are able to mobilize teams and resources to deliver against that vision
- Create followership through trust, respect and loyalty, among other things (p. 25-26)."
"Leaders of organizations must be willing to create team-friendly environments for teams to function effectively. This means that they must do the following:
- Identify the kinds of work activities for which teamwork is likely to prove essential to accomplish the task.
- Use the structure of the organization to reinforce team membership in accomplishing the organization's goals.
- Select team members on the basis of clear criteria for team membership.
- Train managers and team members on the dynamics of effective teams and team leadership.
- Reward team members for team performance.
- Set aside time for teams to be involved in regular team-building activities.
- Help teams develop a competency at team building.
- Use appropriate technologies, particularly in the case of virtual teams, to communicate, solve problems, and make decisions.
- Periodically review team performance, even if there are no apparent problems.
- Provide support to help managers and team leaders improve team performance (p. 270-272)."