leaders

Ways to Build Trust

Mon, 11/14/2016 - 11:40am -- Beth Flynn

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.

Believe in Yourself

Tue, 10/04/2016 - 12:08pm -- Beth Flynn

“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.

The Workday Blues

Wed, 09/28/2016 - 11:44am -- Beth Flynn
"Maybe you are the person with that burning passion to do well.  You come in early, are the last to leave, and haven't taken off a day or weekend since you started.  While you'd planned to scale back after you got the promotion or when the project was finished, you never did.  Consequently, it's five or ten or fifteen years later and you are burned out.
 

The Value of Persistence

Mon, 08/22/2016 - 10:35am -- Beth Flynn

"Being persistent means that when things get in the way, as they will, you will find a way of overcoming them.  If people knock you down, as they will, you are able to pick yourself up, dust yourself off and return to your path.  It also means that when doubts creep into your mind, as they will, you are able to listen to their message without being distracted from your purpose.

Helpful Hints for giving Feedback

Mon, 08/22/2016 - 10:32am -- Beth Flynn
  • "Avoid sweeping statements.  Words such as 'always' and 'never' only make people angry, and defensive.
  • Focus on major responsibilities and performance standards.
  • Ask recipients to identify causes of performance problems.
  • Provide feedback frequently.
  • Discuss behaviors or results, not the person.
  • Specify what needs to be done.
  • Use both positive and negative feedback.
  • Coach rather than judge.
  • Fit feedback to the individual (p. 126)."

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