"Business is also about relationships. Relationships, through which those who have a need are linked with those who can supply, is an exchange of value that benefits both parties. In fact, relationships are the very foundation of business. And healthy relationships are always at the center of thriving businesses. I would go so far as to say that good business is never simply about making money. It's really about building relationships and making a difference in people's lives.
"One form of discomfort or pain arises when our lives are out of alignment with our goals, such as when what we do doesn't fit our values, or when we have changed but our lives have not. When we discover we are out of alignment, we can notice how we can describe the events of our lives and the stories we weave to make sense of the world.
Since 1990, The Ohio State University Leadership Center has had the mission of providing research-based resources and high-quality practical programs to build and strengthen leadership capacities.
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- "Provide learning opportunities as a part of every work life.
- Create a culture where supervisors support the job success of their teams.
- Be mindful of the positive and negative repercussions of autonomy.
- Foster workplace belongingness.
- Support a culture of work-life fit.
- Improve advancement systems.
- Recognize and reward the importance of supportive co-worker relationships (p. 22-23)."
- "They are in a position to impact the greatest number of people and processes.
- Managers control the culture of the company.
- They are on the front line with employees.
- They have a huge impact on attracting and retaining talent.
- They're responsible for bringing out the best in people.
- They're on the front line with daily processes.
- They're the 'messaging valve.' They determine what gets reported to senior management and how news is broken to their direct reports.
- They make change happen (p. 357-359)."
- "Build skill in perceptive engagement, the capacity to take another person's perspective and discern what would be helpful.
- Cultivate capacity for attunement, which involves being aware of another person while simultaneously staying in touch with our own somatic senses and experiences. It heightens our sense of interconnection.
- Develop empathic listening, the capacity to tune in to feelings of concern as we hear another person's perspectives and experiences. It allows us to be present without needing to fix, solve, or intervene.
"A limitation of many traditional organizations is their tendency to work from the inside-out. There has long been an assumption, often unspoken or unexamined, that a centralized group of experts would come up with the best ideas for products or service. In turn, the enterprise would produce and sell them.
This mindset can be found not only in the private sector, but also in the not-for-profit and government arenas.
- Gratitude (p. 68-73)."
From: Lesser, M. (2019). Seven practices of a mindful leader. Novato: CA: New World Library.
"In the twenty-first century, the managers who create the most value are those who best empower others.
As a manager, your ultimate task is to hire, motivate and develop leaders for your enterprise. You serve your enterprise - and your customers - most effectively by empowering your team to unlock their potential, individually and in combination with others.
"One of the key components of the vulnerability decision is the willingness to openly acknowledge and then embrace your flaws. This can be very difficult because, again many leaders perceive this as a kind of weakness. They believe this will make them seem fallible, and thus they will lose their authority and respect. But if done in the right way, being open about one's imperfections has the opposite effect, and the best leaders know how to do this.