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By: Beth Flynn, Tuesday, June 18th, 2019

CEOs who Engage for Impact:

  • “They lead with intent. These CEOs translate their vision, goals, and acute awareness of context into commercial intent for the business overall and for every interaction they engage in.
  • They understand the players. They tune in to understand the unique needs - emotional, financial, physical, or otherwise - of the full multitude of players who impact realization of intent.
  • They build routines to enlist these players to support the intent (p.90).”

What are some additional things that CEOs do to Engage for Impact?
 

From: Botelho, E. L; & Powell, K.R. (2018). The ceo next door: the four behaviors that transform ordinary people into world-class leaders. New York: Currency.

 

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By: Beth Flynn, Tuesday, June 11th, 2019
  • “High performers are more successful than their peers, yet they are less stressed.
  • High performers love challenges and are more confident they will achieve their goals despite adversity.
  • High performers are healthier than their peers.
  • High performers are happy.
  • High performers are admired.
  • High performers get better grades and reach high positions of success.
  • High performers work passionately regardless of traditional rewards.
  • High performers are assertive (for the right reasons).
  • High performers see and serve beyond their strengths.
  • High performers are uniquely productive - they’ve mastered prolific quality output.
  • High performers are adaptive servant leaders (p. 37-43).”

What are some additional qualities or practices of high performers?

 

 

From: Burchard, B. (2018). High performance habits: how extraordinary people become that way. Carlsbad, CA: Hay House, Inc.

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By: Beth Flynn, Tuesday, June 04th, 2019

 

  1. "Synergy: Team members complement each other's strengths, weaknesses, and behavioral preferences.
  2. Commitment: Team members are fully committed to the team's success, and they are willing to sacrifice their egos for the good of the team.
  3. Constructive Contention: The toughest challenges and issues are put on the table and debated vigorously.
  4. Accountability: Even though there is usually a designated leader, team leadership is often shared. Team members hold each other accountable, challenge and help each other, and are deeply concerned about their teammates.
  5. Purpose: The team develops shared goals, purpose, and core values aligned with stakeholder needs.
  6. Rewards: The team shares in significant rewards for achieving their goals and even bigger rewards for exceeding expectations.
  7. Transparency: Communication is fluid and transparent, and all information is shared openly and candidly.
  8. Collaboration: Team members exude a 'we are stronger than me' attitude by breaking down silos, working across functional boundaries, and proactively tapping into each other's strengths.
  9. Growth Mindset: there is a growth mindset grounded in curiosity.
  10. Ownership: The entire team feels a joint sense of ownership for their collective results and they behave like owners (p. 51-52)."

 

From: Rake, J. (2018). The bridge to growth: how servant leaders achieve better results and why it matters more than ever. New York: Skyhorse Publishing.

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