- "Individuals talk openly about their strengths and their weaknesses.
- People offer both support and challenge in meetings, clarifying intention and asking questions without appearing judgmental.
- People know more about each other than just their names.
- There are references to people's lives outside the workplace (images, artwork, etc.).
- People seem to assume positive intent with one another.
- Competition is focused on winning in the market or against the competition rather than internally.
“Build skill in perceptive engagement, the capacity to take another person’s perspective and discern what would be helpful.
Do ethical leaders influence their employees’ attitudes and behaviors? The answer is a resounding yes. Being an ethical leader is an important end in itself because it is simply the right thing to do to try to live in accordance with one’s values. But it also has tangible benefits for both employees and leaders. Research demonstrates that when employees view their leader as ethical, they are more likely to be satisfied with their jobs and report greater commitment to their organization. Employees are also more likely to view their work as important and meaningful.
"The first way that gratitude makes us resilient is that it keeps us hopeful. Gratitude is a game of contrasts. Our circumstances look a certain way; then something happens to improve them. Gratitude happens when we take notice of the distance between the two. Suddenly, we have something to be thankful for. That process teaches us something critical about life. While our circumstances might be bad, they can also get better. And our stories prove it to us again and again. Gratitude keeps us positive, optimistic, and able to keep coming back for more when life throws obstacles in our way.
- "They are on time for meetings, for planes, for phone calls.
- They make individual commitments (who is taking what actions by when) clear in meetings.
- They follow up on agreed-upon actions religiously.
- They make lists (to do, to read, mistakes, people to keep in touch with, useful resources, etc.) - and put those lists into action.
- They are aware of their mood, words, and actions in their interactions with their teams - are their actions and words having the desired effect?
- Personalize recognition. Individuals, not groups, do work.
- Make recognition motivating, not embarrassing, for star performers. Make those recognized part of an elite group - don't focus on the solo star.
- Keep recognition a surprise, not routine. When employees become conditioned to expect rewards, they feel disappointed when they aren't acknowledged.
- Make it clear why the person deserves recognition. Praise the specific performance, skill, judgment, expertise, or accomplishment.
"If you don't love it, you'll never be great at it. If you don't love it, you won't work to overcome all the challenges to keep doing it. If you love what you do, you won't quit when the world says you should. You will continue to show up every day, do the work, and discover that success is not created by other people's opinions. It's not created by what the media and fearful news says. It's not created by any of the circumstances outside you.
When asked about his best leadership advice, Dr. Jeff King, Co-Director of the OSU Leadership Center and Associate Professor at Ohio State, simply says “Listen”.
He added that most of the time, if we took the time to intentionally listen to one another, we would realize that we’re really working toward the same goals, and that listening allows us to work together to find common ground.
"When you are a leader, most things that go wrong are not directly your fault, but they are always your responsibility. The art of apology can make the difference between lost trust and ruined reputations.
- "Grow leaders and difference-makers, not just followers
- Build and orchestrate synergistic, high performance teams more powerful than the sum of their parts.
- Focus your organization on strategic priorities and simplify operations to accelerate progress.
- Champion the people who purchase and use your products and services.
- Cultivate a performance-based culture of innovation that unleashes the innate desire in the people who lead to solve, create and contribute to winning.