- "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.
How to Communicate with Extroverts
- "Leading with compassion entails using a leader's interpersonal skills to alleviate suffering in work interactions with followers.
- Leading with compassion becomes a powerful form of modeling compassion.
- Leaders can build skill in allowing suffering to surface, engaging in sensitive inquiry work, remaining mindful, attuning to others, and listening with empathy.
"There's an old saying: 'History doesn't repeat itself, but it rhymes.' That's especially true when we're thinking of our personal histories. Why? The circumstances of our lives change week by week, year by year. But we're still standing. And our habits of thinking tend to produce consistent results no matter what's going on in our work, relationships, or the world around us.
"As a leader, you want to share the organizational purpose with the purpose of inspiring others to join the mission and be on a mission. You want to let everyone know why your organization exists and why their work matters. Many think they have to work at a homeless shelter or go to Africa to make a difference. They think they have to find meaning and purpose outside their work. And while it's wonderful if they want to volunteer for a charity or feel called to go on a mission trip, as a leader you want to remind your team that you don't have to go on a mission trip to be on a mission.