50 Lessons from “Saying No to Jugaad: The Making of Bigbasket” — Book Summary

Mayur Mundada

November 12, 2019 

 

PS — Some of these insights you might not understand because the book has a lot more context given before and after. You may ignore those.

 

The insights are as is from the author directly.

 

A majority of these are worth implementing —

 

Energy , as well as the ability to unlearn and relearn , has little to do with age.

 

The founders of Bigbasket had always viewed it as a ‘retail’ company and not a ‘technology’ company.

 

Amazon was a great example of starting with tech and learning retail, while Walmart was an example of starting with retail and learning tech.

 

The advantage or edge is never about an idea, a policy or a process. It is always in the intangible stuff like collaboration, teamwork, quality of execution, passion and values that all go into making the idea, the policy or process work on the ground every day.

 

We took a call to explicitly define the elements of our culture, create a code of conduct and communicate these widely. Every employee had to read and sign off on the code of conduct.

 

A big problem with a lot of rapidly growing start — ups is the inevitable conflict between the lateral hires and the internal stars who had built their reputation and relationship with the founding team.

 

He quotes Binny Bansal, “My wife is a Bigbasket customer and I’m trying to convince her to buy groceries from Flipkart.”

 

There is only one boss — The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else!

 

Right from the beginning, Bigbasket had looked at everything from a customer’s perspective. In every meeting there was an imaginary pair of shoes in the room. When you spoke, you had to imagine you were standing in them. These were the shoes of the customer.

 

Some of the competitors had built a better user interface / user experience ( UI / UX ) when it came to the app features, but Bigbasket believed that this was not what customers were worried about the most.

 

The trade — off was obvious — ‘ convenience ’ of online versus the ‘touch and feel ’ of offline. The balance was fine. Within the grocery segment , we have noticed that fruits and vegetables have an element of ‘ touch and feel ’ and hence has been the hardest category.

 

There were hundreds of sellers with similar or identical products and it was not easy for customers to discover you existed or what your reputation was. The problem of being lost in the crowd remained unresolved. But just as modern retail did not live up to predictions of total domination, online retail too, will not live up to such a prophecy.

 

Aashirwaad is a brand of flour that has totally wiped out all other brands. No private label has dared to take on Aashirwaad.

 

Every country has legislation on regulating monopolistic tendencies.

 

Indians consume 22 per cent more calories now per day vis — à — vis 50 years ago. The share of protein ( including protein from meats ) has grown. The share of cereals has decreased. The fall in the share of grains has happened alongside increase in sugar and fat intake.

 

Horticulture crops generally give a better return to the farmer when compared to field crops .

 

Today, cold — pressed juices are the rage because studies conclusively show that when the normal process for extracting juice is deployed, some nutrients are destroyed because of the heat.

 

Food is the first thing people splurge on, when income levels rise, followed by apparel, housing and education.

 

One of the Nobel laureates in an acceptance speech had said that his mother never asked him what he learnt at school. She always asked him what good question he had asked that day. Insightful questions have a way of clearing cobwebs and nudging us in the right direction.

 

Bigbasket was not an app for groceries. It was a grocery company that had an app. And that is a big difference.

 

Pramod was virtually the sole engineering manager. A large part of his time at work went into dealing with operational and tactical issues, leaving very little room for strategic work. There were continuous delays in the roll — out of new features, along with an increase in breakdowns and stakeholder dissatisfaction.

 

We took two decisions to fix this. We took a call to hire a vice president ( VP ) for Engineering to extract Pramod out of the day — to — day execution and firefighting . We also took the call to create separate Engineering teams for different modules and have each module or piece of work headed by an engineering manager.

 

Deployments would happen every two days . Business would come up with an idea in the morning , the architecture and coding would be completed by evening , and deployment would happen the next day after a QA check.

 

In the interest of speed, the quality of architecture had suffered. For the next two weeks , the seven engineering samurai got under the skin of every module and cleaned it up bit by bit.

 

The start — up culture of everyone pitching in and doing anything that needed to be done had resulted in work being assigned based on bandwidth and not on expertise; this resulted in knowledge of any system being fragmented amongst team members. Code deployments took hours instead of minutes; processes were ad hoc and ownership was distributed. A centralised quality assurance team compromised ownership of quality. Lack of single ownership for IT infrastructure was affecting performance. There was no one to provide feedback and coaching every day for the engineers. In the absence of a process for continuously strengthening the tech competencies of engineers, the tech environment was not particularly invigorating or conducive for capability — building. Single code base and a monolithic database posed significant risk to scale and velocity of growth.

 

Separate teams for specific work areas were created and requests were assigned based on expertise and not availability of bandwidth. At times, this resulted in requests being delayed , waiting for the required expert to get free. But, this approach helped create a culture of prioritisation of requests instead of every request being worked on at the same time.

 

Structured processes for code deployment and code freeze deadlines were adhered to , beyond which no change would be incorporated. Quality Assurance teams were embedded in the Development teams to establish accountability, ownership and maturity in development processes . A dedicated ‘ Platforms team ’ that would act as a single — point owner for the IT infrastructure was set up to deliver performance at scale. Engineering managers were hired to create the right technology capabilities and provide coaching to the developers. The architecture was reconfigured to a micro — services model. This helped compartmentalise the code base and isolate the risk of performance issues to the specific micro — service rather than the entire codebase and datastore.

 

Organisations that pause to step back every couple of years to take stock of their technical debt, and work to retire the debt, thrive while those that don’t do so, perish.

 

His advice for other leaders looking to make such a switch include being hands — on and building credibility with the team , getting to the details , and hiring leaders with a combination of experience and hands — on knowledge.

 

The business model that is scalable and profitable in the long term is the model that relies on owning, or at least controlling, the supply chain.

 

Entrepreneurs are generally better at creating new businesses than managers.

 

‘ We built our early relationships with restaurants by making cold calls to ask if they were interested in letting us handle home delivery for them . As there was no listing fee, and payment was commission — based and not lead — based (that is, we got paid only for the orders that we delivered), most restaurant owners saw it as a no — risk proposition and signed up with us. Convincing customers to order through Delyver was a different ball game. Many customers were not used to the concept of home delivery and Delyver needed to win their trust by proving to them that its service was reliable.’

 

With the rapid growth of mobile app usage, ‘ push notifications ’ became a big source of traffic.

 

One such channel whose ability to power sales was not well understood in the initial days was the affiliate and partner channel.

 

We also discovered that one of the unintended consequences of a cross — functional effort was that it helped create terrific bonding , and even after the initiative was closed, the collaboration between teams on a day — to — day basis saw a huge uptick.

 

Without data , you’re just another person with an opinion . — W . Edwards Deming

 

‘ Segment of one ’ marketing is based on the principle of using data to establish a one — to — one relationship with a customer by treating him or her as unique and not as part of a large cohort.

 

At Bigbasket over the three years that NPS has consistently been measured, it has never had a strong correlation with the sales growth. During months when NPS has risen, sales growth has slowed down and vice versa.

 

One of the key platform choices was to use Snowplow Analytics as the tool for clickstream analysis.

 

A new term that entered the Analytics vocabulary in this phase is Definitive Actionable Insights (DAI) . This key term symbolises Bigbasket’s approach because it believes Analytics is a strategic differentiator , if and only if : a ) analytics is about insights and not just data ; b ) insights need to be definitive , that is , non — arguable and conclusive ; and c ) they are actionable , that is , insights that can be executed.

 

While many in the Analytics world speak highly of the recommendation systems of Amazon and Netflix , the gold standard for recommendation systems is arguably Spotify’s .

 

Bigbasket has always believed that leveraging technology just because it is cool does not provide sustainable advantage . Deep learning , for all the hype around it , is fundamentally an approach to mine very large volume of data and detect patterns in them to decipher relationships . Deep learning solutions continue to remain black boxes , thereby limiting the ability to draw conclusive relationships between input and output .

 

A real example of a quandary this could pose to a business is illustrated by the situation where one of Bigbasket’s customers reached out to the Analytics team to understand why a certain variety of mango was showing up in the customer’s smartbasket . Because the smartbasket is built on a homegrown algorithm , the team was able to parse through the customer’s data , analyse how the algorithm transformed the data that resulted in the specific type of mango finding a place in the customer’s smartbasket and explain the outcome to the customer . A black box algorithm , on the other hand , could put the organisation in an awkward position while responding to the customer . What would the team provide as response to the customer — that they had no idea because the model said so ? How awkward would that be ?

 

A consistently outstanding customer experience is often at the intersection of excellence in people , process and technology . Of all the three , the emphasis is a lot more on ‘ process ’ at Bigbasket . The belief is that even average people , if equipped with the right process and training , can deliver outstanding results .

 

There was the usual resistance to change . Operations felt that their current method of using senior role holders to train the new joiners worked well because there was no wastage of time in training . There was even more resistance when Neelam proposed certification of trainees before they were cleared for being put on the job . Between Neelam and Balakumar they were able to convince the regions that these changes were necessary as Bigbasket scaled . With this , role — based training was launched .

 

A simple Pareto showed that 10 per cent of the CEEs were contributing to 70 per cent of the problems .

 

Any process is as good as the person behind it . And any person is as good as the training she has been through .

 

While the middle of the pyramid has been under the onslaught of automation , there has been a flood of jobs at the top and bottom of the pyramid .

 

Out of the total workforce of 520 million people , only 85 million — or one in six — are regular salaried employees . And , out of this , only 12 million are estimated to be regular salaried employees where labour laws are strictly enforced .

 

The Employee Satisfaction Survey had highlighted infrastructure and amenities as an area of improvement . We did not waste any time and immediately chalked out a standard checklist for all locations and implemented it within a month . Our goal is not to reduce attrition but to be the ‘ Employer of Choice ’ for our associates .

 

Why Moving Cheese is Necessary?

 

Change can teach us to adapt and help us develop resilience, but only if we understand our own capacity for growth and learning.

 

When change makes us better, it's because we have learned how to turn a challenging situation to our own advantage, not merely because change happens. We all know that change is hard. Change is hard because you brain is wired to do the same thing over and over, regardless if that activity is good or bad for you. We also know how challenging it can be to go through change, but the positive consequence is really awesome.

I am going to talk a little bit more about the need to change in a bit – but before that I have to share what I learnt from the book ‘Who moved my cheese’ by Spencer Johnson. Years ago, I had been recommended to read this book in context to help me with my job in Human Resources. The idea was to learn about change and how to adapt to it to keep growing. To be honest, I wasn’t too impressed with it until now when I read it again. This time it kind of made sense when I started relating it to my life and how the journey has been so far. As a wellness counsellor for emotional health, I have also had the opportunity of seeing many journeys from up close and I couldn’t help finding how relevant the key takeaways are from the book with respect to life.

 

Dr Spencer Johnson tells us a story about 4 characters who live in a maze and learn to deal with unexpected change. This is a business classic although the lessons it teaches are not limited to just managers and employees. ‘Who moved my cheese’ is a fable about four characters who live in a maze and they all love cheese. When the cheese disappears, Scurry and Sniff enthusiastically head out into the maze to find new cheese. On the other hand Hem and Haw feel betrayed and complain. They waste their time and energy hoping the old cheese will return. Haw realizes the old cheese won’t return so he sets out into the maze in search for new cheese. He writes what he learns on the walls hoping that Hem will follow him. Eventually he discovers new cheese and sees that Scurry and Sniff were already there. Cheese here is a metaphor for what you want to have in life. It could be a good job, loving relationship, money or health. The very core message of the book is this: things constantly change so we must adapt. The quicker we adapt a change the more satisfied will be with.

So what I learnt….

 

Lesson 1 – Change happens – the ‘cheese’ will keep being moved so we need to adapt and look for new cheese. Change is inevitable and one needs to be flexible and resilient to be able to move ahead with our lives. Look what happened during the pandemic and the lockdown? People who took it in their stride ‘survived’ with grace.

 

Lesson 2 – Anticipating change in advance – Get ready for the cheese to be moved and making provisions for it. 

 

Lesson 3 – Monitor change – smell the cheese to know if it's getting old. Be ready to throw it away if it does. So it means, if you have used a pattern to cope with challenges you face and now it's not working –recognise it learn a new one!

 

Lesson 4 – Adapt to change quickly – the quicker you let go of the old cheese (pattern), the faster you will be able to enjoy the new cheese.

 

Lesson 5 – Change – move with the cheese. Staying in one place won’t help you and you will feel stuck. So get up and look for a way out to get out of a difficult situation.

 

Lesson 6 – Enjoy the Change – don’t dwell on what you have lost, instead focus on the new pattern and how to make it stronger and robust and effective.

 

To apply it in real life, the ‘cheese’ here is a metaphor for happiness and the maze is the time we spend looking for it. It all boils down to moving out of our comfort zones. Focussing on what isn’t working must be flipped with thinking about what is working for us. This gives us the much needed validation that all is not wrong in the world of our life. It helps you be more flexible and adaptable. You even get to have more fun exploring new paths instead of walking down the beaten one. You actually flourish and move forwards every time you say ‘yes’ to change.

The book asserts that ‘change is the only constant thing’; consequently, adapting and repeatedly enjoying change is the best thing to do. As is clear from, Spencer wrote the story to illustrate the effects of denying change or accepting it. Acknowledging, strategizing for, acting on, and enjoying change, underlines Spencer’s work. The ‘Hems’ of today should learn from and emulate the ‘Sniffs’ and ‘Scurrys’ to avoid extinction or mediocrity.

 

“Life moves on and so should we” --Spencer Johnson

 

Practice Resilience

 

- Check and maintain High

  Self Esteem.

 

- Stop being a perfectionist

 

- Making mistakes, learn

  from them and gain

  experience.

 

- Know and understand one's

  strengths and weakness,

  accept oneself as is though

  emphasising on the 

  positive side more.

  Accept others as they are.

 

- Exercise self-control and

  be self-disciplined.

 

- Take on challenges,

   overcome obstacles and

   difficulties. Don't shy away

   from challemges/

   impediments/problems.

 

- Develop optimistic

  thinking.

 

- Developing social skill and

  the ability to seek help

  from others without

  hesitation and offer help

  generously when

  approached for help.

 

- Belcome self-aware of

  oneself and one's emotions

  and those of the others.

 

- Be a solution seeker not

  just a problem solver.

 

- Setting goals with realistic

  expectations and

  committing 100% in

  meeting them 100%

  without giving excuses if

  there's any shortfall.

 

- One needs determination

  and should never give up

  even when situation gets

  hard.

17/12/2020, 18:56 - Raman Bharadwaj: *Principle Practices of  Resilience.*

 

01. Check and maintain high

       self-esteem.

02. Don't be a perfectionist

03. Making mistakes, learn 

      from them and gain

      experience.

04. Know and understand

      one's strengths and

      weakness, accept

      oneself as is though

      emphasising more on

      the  positive side.

      Accept others as they 

      are. 

05. Exercise self-control and

       be self-disciplined.

06. Take on challenges,

       overcoming obstacles/

       difficulties.

       Don't shy away from

       impediments/problems.

07. Develop optimistic

       thinking.

08. Developing social skill

      and the ability to seek

      help from others without

      hesitation and offer help

      generously when

      approached for help.

09. Belcome self-aware of

      oneself and one's

      emotions and those of

      the others.

10. Be a solution seeker not

       just a problem solver.

11. Setting goals with

       realistic expectations

       and committing 100% in

       meeting them 100%

       without giving excuses if

       there's any shortfall.

12. One needs

       determination and  

       should never give up

       even when situation

       gets hard.

13. Abundant self-belief and

      trust in self-confidence

      helps.

14. Forge forward even if

       you are the only one and

       no one else is wanting

       to follow you.

 

English grammar humour

 

▫The past, present, and future walked into a bar. It was tense.

 

▫What’s the difference between a cat and a comma ?

A: One has claws at the end of its paws, and the other is a pause at the ends of a clause.

 

▫'Knock knock.'

'Who’s there ?'

'To.'

'To who ?'

'Actually, it’s to whom.'

 

▫Q: Why should you never date an apostrophe ?

A: They’re too possessive.

 

▫Q: What do you call Santa’s little helpers ?

A: Subordinate clauses

 

▫Did you hear the one about the pregnant woman who went into labor and started shouting, 'Couldn't! Wouldn't! Shouldn't! Didn't! Can't!' ? She was having contractions.

 

▫A pun, a play on words, and a limerick walk into a bar. No joke.

 

▫ 'Saying ‘I’m sorry’ is the same as saying ‘I apologize’. Except at a funeral.' — Demetri Martin

 

▫Q: Which dinosaur knows the most words ?

A: A Thesaurus

 

▫Q: What happened when the verb asked the noun to conjugate ?

A: The noun declined.

 

▫Q: Why did Shakespeare only write in ink ?

A: Pencils confused him — 2B or not 2B ?

 

▫I invented a new word !

Plagiarism.

 

▫Never leave alphabet soup on the stove and then go out.It could spell disaster.

 

▫When I was young there was only 25 letters in the alphabet. Nobody knew why.

 

▫Q: Which word becomes shorter after you add two letters to it ?

A: Short

 

▫Q: How many mystery writers does it take to change a light bulb ?

A: Two. One to screw the bulb almost all the way in, and one to give a surprising twist at the end.

 

▫Q: What should you say to comfort a grammar nazi ?

A: 'There, their, they’re.'

 

▫'When I was a kid, my teacher looked my way and said, 'Name two pronouns.'

I said, 'Who, me ?'

 

▫I before e... except when you run a feisty heist on a weird beige foreign neighbour.

 

▫'Write a wise saying and your name will live forever. ' — Anonymous

 

Leaders as Individual

 

As frontline leaders, it is important for you to recognize your moods and emotions. You need a deeper understanding of the emotional needs that drive you and shape your behavior. Management research shows that the behavioral competencies are highly important for

individuals with leadership responsibility. In fact, without behavioral competencies, even otherwise bright individuals fail in managerial and leadership roles. These competencies are not innate; they are learned through guided introspection and practice. This module will deal with the topics of emotional intelligence, self-awareness, interpersonal relations, leadership skills and mindsets, avoiding the trap of derailment, and building personal development plan. We also have an interview with a senior industry practitioner on competencies of an effective leader.

 

Leaders as Relationship Builder

 

People are at the center of any organization. For leaders to achieve organizational goals, they

need to understand the people they are leading. To be effective, a leader has to allocate significant time and effort to build and develop cooperative relationships with key internal and external stakeholders. Building and maintaining relationships is a critical competence for effective leaders. This is aimed at not just direct reports. You also need positive relations with peers, bosses, senior leaders, people at operating levels and relevant others outside the organization. When there is mutual trust, influence and credibility, organizational work becomes easier. In short, relationships are critical for leadership success. This module will focus on the topics of listening, coaching and feedback, delegation and building effective teams. We also have an interview with an industry expert on building resonant relationships.

 

Leader as Influencer and Collaborator

 

Organizations are teams of teams. By definition, a manager gets work done not only through

one’s own resources and efforts, but also through others. In other words, you are required to work effectively with people outside your team. These are individuals and groups within the organization and also outside. You have to influence people at different levels and functions, build collaborative relationships wherever possible, negotiate wisely, handle difficult conversations and make decisions in the face of uncertainty and complexity. In this complex arena, formal authority or position power is only a limited resource. You have to influence without authority, and this will require you to draw on your personal power, resources and approaches. You have to develop skills and mindsets for the challenges of managing conflict, handling difficult conversations and carrying out effective negotiations. This module will deal with the topics of influence, conflict management, handling difficult conversations, negotiation and decision making. As a part of this module, we have two interviews – one with a negotiation expert on what it takes to be an effective negotiator, and the second with an industry expert on the topic of complex decision making.

 

The digital age is dramatically reshaping the rules for organizational success. The new context demands renewal of your capabilities and development of different mindsets. In this course, you’ll learn the different components of emotional intelligence at work. For example, you’ll learn how you can work effectively in teams, build cooperative relationships with your key stakeholders, exercise effective influence, handle difficult conversations, and create energy and enthusiasm to foster meaningful change. Our modules will begin with powerful stories that are illustrative of typical challenges faced by front-line leaders. We’ll analyze the case illustration using the ideas from emotional intelligence theory, and highlight the key lessons that you should take away in terms of mindsets and skills that you should master to distinguish yourself as a leader.

 

Leader as Change Agent

 

Research and practice show that managers and organisations face huge difficulties in reaching set targets through their change management initiatives. As a frontline leader, you are expected to bring about changes without having the authority to issue orders or give directives.You won’t have all the authority and resources, and yet you would be expected to bring about effective changes in your sphere of functioning. Changes are required to respond to newer opportunities and threats faster than your competitors. You would be expected to be both change agents and bring about effective changes; and at the same time, change recipients and operate within the framework of a larger mandate or organisational direction given to you from higher levels. Not surprisingly, leading change has become a highly critical managerial competence. This module will cover Lewin’s foundational model of change, Kotter’s influential framework of change management, levels of resistance to change and change leadership competencies.

18/12/2020, 09:19 - Raman Bharadwaj: An excerpt from a speech at a McKinsey internal meeting in 1990 by John W Gardner. Counted as one of the most influential business speeches. Do take the 20 seconds to read it.

 

“The things you learn in maturity aren’t simple things such as acquiring information and skills. You learn not to engage in self-destructive behaviour. You learn not to burn up energy in anxiety. You discover how to manage your tensions. You learn that self-pity and resentment are among the most toxic of drugs. You find that the world loves talent but pays off on character. You come to understand that most people are neither for you nor against you; they are thinking about themselves. You learn that no matter how hard you try to please, some people in this world are not going to love you, a lesson that is at first troubling and then really quite relaxing. Those are things that are hard to learn early in life. As a rule you have to have picked up some mileage and some dents in your fenders before you understand."

 

Dronacharya:

The Mentor. The employee who doesn't like working himself but is always ready to guide and train new joiners.

 

Bhishma:

The Loyal. The employee in a relatively senior position who happily assists the boss in spite of knowing his incompetence (because of some strange oath maybe)

 

Dhritarashtra:

The blind boss. He knows that everything is wrong with his project but will still let it function, without making any changes to the current processes.

 

Gandhari:

The Yesmen/Women. Boss's immediate juniors who know that they are a part of an evil plan but will stay blindfolded and pretend as if nothing is happening.

 

Yuddhisthira:

The ethical guy. Poor chap would never fudge timesheets and call in sick only when he is dying.

 

Bheema:

The angry resource. Always ready to pick up a fight with his peers, subordinates or even the bosses.

 

Arjuna:

The cool dude. The star performer who also knows how to sell his skills. A natural charmer, very famous among the ladies.

 

Nakul & Sahdev:

The good average resource. No one notices them. They keep doing their work and get average appraisals.

 

 

 

Duryodhana:

 The Bully. Knows how to get work FCC, by hook or by crook. Doesn't mind threatening the likes of Nakul and Sahdev to get his work done.

 

Karna:

The unsung hero. The best performer in the office but never claims credit for his work. Stays an unsung hero for all his life. Girls take him for a snobbish nerd.

 

Shakuni:

The evil plotter. Copies management in every mail. Escalates every trivial issue, sometimes to take credits and sometimes purely for fun.

 

Dhristadyumna:

The One inning wonder. The one who performs an extraordinary feat, and then basks in the glory of it for the rest of his life.

 

Draupadi:

The shared resource. Keeps hopping projects on boss's advice.

 

Krishna:

The Ultimate Boss (MD/CEO) who knows that it is his game while he makes everyone believe that they are playing important roles too.

 

Who says history never repeats itself?

 It does, everyday ..... .

in the office.

 

The Quest Belief System:

 

Human potential is nearly limitless

 

Personal growth is the highest priority of all Team Quest members.

 

You can acquire new skills in any area at any time.

 

It requires focus and disciplined practice to acquire new skills.

 

You can do ANYTHING you set your mind to, without limitation.

 

#5 is a lie. But it's an empowering lie. We do and believe that which empowers us.

 

It doesn't matter who you are today. It only matters who you want to become and how hard you are willing to work to become that person.

 

This is Quest University. Making food products is just how you pay your tuition. See beyond your job description to the opportunity of becoming the best version of yourself.

 

Quest is a safe place to make mistakes.

 

Mistakes are a great teacher to those who are willing to admit that they've made one.

 

Share the lessons learned from your mistakes with the rest of Team Quest.

 

Failure is temporary. Move quickly beyond it.

 

Everyone has something to teach you. Learn from whomever you can.

 

Members of Team Quest do not make excuses. Ever.

 

What Exactly are Core Values?

 

At TCN, we teach that core values:

 

Describe what we believe in and how we will behave,

 

Are a moral compass for employees and the organization,

 

Define the deeply held beliefs and principles of the organizational culture,

 

Are an internalized framework that is shared and acted on by leadership.

 

These values work not only for organizations but for individuals as well.

When I look back on my time at Four Seasons we did grow tremendously, and we became a nationally known program which was quite a feat for an organization that was not known even within its state. We did that because of the incredible team we had, but I also know just having a great team is not enough. Our values were our common ground, they were aspirational for each member of the team. They were standards we held ourselves and our team members to consistently.

 

Back in 1992, I defined my personal core values. I can see how those values were aspirational for me back then but have now become a part of me. I’m certainly not perfect at living them out each day, but I can reflect and see that they have served as guiding principles that have led me to where I am today. Interestingly, I think my personal journey also coincided with Four Seasons’ journey to become a better organization. When we define our personal values, it impacts far beyond our own lives.

 

A Personal Challenge

My challenge to you is to take some time, perhaps even an afternoon away, perhaps make it part of your family vacation where you get some time alone and define your core values. I challenged you in our previous post to do define your mission statement. Use that same time to define your values as well. Write them down somewhere. Review them consistently. Embed them into the fabric of your life. You won’t regret it, and neither will those you impact.

 

 

What is transformational leadership?

 

Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. The concept of transforming leaders was first introduced in 1978 by James MacGregor Burns, whose research was focused on political leaders.

According to Burns, there are two types of leadership: transactional and transformational. Transactional leadership has a “give and take” approach, which is focused on supervision and performing in order to reach goals. In contrast, transformational leadership is based on redesigning perceptions and values of employee and company culture through articulating an energizing vision and working every day to create beneficial surroundings for the team.

 

When experts talk about transformational leadership, they refer to four elements within it, known as the 4I model. Here they are:

 

Idealized Influence - essentially, this means being a role model. SHOW your team how you want them to be and lead by example.

Inspirational Motivation - this component suggests that in order for a transformational leader to be successful they must INVOLVE their followers in the development of the vision so that everyone has a clear commitment to shared goals

 

Intellectual Stimulation - don’t assume that you’re better than the people on your team. You NEED them in order to keep the wheels greased, so don’t overlook the intellect and advice they might be able to offer. In other words, reinforce the idea regularly that ‘there are no stupid questions,’ and everyone should feel comfortable offering input. Remember, you wanted them on your team for a reason.

 

Individualized Consideration - as a leader, you are also a coach, and a good coach acts as a mentor for each individual team member. Learn the needs of each team member and find opportunities for each follower based on their unique needs and desires. When you do this, your followers will feel appreciated and invested in the work they’re doing AND loyal to you as a leader.

 

If you’re in a position of leadership and you want to work toward becoming a more transformational leader, be sure to express CONFIDENCE, DECISIVENESS, and OPTIMISM about your vision as well as the way it’s implemented.

 

As a leader, you’re in charge of coaching your team and motivating them to do their best. If you’re not excited about a project, or optimistic about the project’s outcome, you can’t expect your team to step up and do their best work.

 

Practice this skill by injecting confidence, decisiveness, and optimism into the way you speak when you tell your loved ones about upcoming events in your life. Get them excited about it, sell that excitement to them!

 

 

Are you a goal getter?

 

As a leader, it’s your responsibility to decide on goals for yourself and the rest of your team, and creating those goals is not something you should do in isolation. When you’re creating goals for your organization, you want your team members to be involved, you want them to give you ideas so that they’ll be just as excited as you are. Plus, the more involved they are in setting goals for themselves, the more committed to those goals they are likely to be.

Once you do sit down and create a game plan that’s fleshed out with goals and dates, be sure to revisit those goals on a regular basis and check in with the folks who are responsible for accomplishing those goals.

 

A few things to keep in mind while you’re creating goals:

Be sure that each goal is accepted and recognized as important by everyone who will have to implement them. Don’t push forward a goal that your team isn’t excited about - take time to workshop it so that everyone feels an element of ownership to some aspect of it.

 

Don’t make the goals too easy. If there isn’t a bit of challenge involved, your team won’t feel motivated to use creativity to problem solve, there likely won’t be as much teamwork involved, and last but not least, there isn’t as much to get excited about!

 

Make sure that the goals are very clear. Stay away from imprecise or vague language, and be as specific as possible. Use beginning and end points ALWAYS.

 

Practice writing goals in S.M.A.R.T. format. Here’s what the acronym stands for:

S - specific (add as much detail as possible!)

M - measurable (will you be able to recognize or measure when you reach your goal?)

A - achievable (is there research or evidence to ensure that the goal CAN be achieved?

R - relevant (is this goal something we need?)

T - time-bound (is there a start and end date?)

 

Here’s an example of a good SMART goal: “Within two months, our blog traffic will add a total of 400 unique visitors by doubling our publishing frequency from two posts per week to four and by increasing our word count per blog from 800 words to 1,600 words.”

 

Here’s another: “In two months, we will boost total new lead acquisition by 10% by adding relevant CTAs and content offers to 50 pieces of existing content.”

 

 

Coaching with the essentials of Emotional Intelligence.

[NOTE: I’ve asked Elizabeth Solomon to be a guest blogger, to share how coaches like her use emotional intelligence tools with their clients.]

 

When my client, a European physician, got diagnosed with COVID-19, we were almost eight weeks into a 12-week engagement. Within hours of my client’s diagnosis, she was relegated to a 120-square foot room in her own apartment. For the next two weeks, her husband would drop meals at the door, taking care of her basic needs until she was allowed to re-occupy their apartment. Our coaching went from the backdrop of her office to the backdrop of a small room she had used mostly for storage, nothing but a twin bed, and some brown shelves with books she had read for medical school. 

 

This is a client who, until then, had led a mostly out-of-the-house life. Her career was marked by public appearances, stacked commitments, and high expectations. Full of energy, she hates to sit still too long -- she is a person who prefers CrossFit to a casual stroll. Like many successful people, my client’s collaborations and achievements were the backbone of her identity. Seeing her get COVID was like watching a locomotive stopped dead in its tracks.

 

In Goleman’s model, the one I use in my coaching, EI is developed across four distinct areas: self-awareness—how we label, recognize, and understand our own emotions; self-management—how we apply self-awareness in order to self-regulate and respond without being impulsive or destructive; social awareness—how we understand the feelings and actions of others in the context of their environment; and relationship management—how we apply social awareness in order to interact with others in a more positive and constructive way. Within these areas are twelve competencies that can be practiced and learned—crucial abilities like empathy, positive outlook, self-control, conflict management, and teamwork.

 

In my coaching, I use a curriculum based on Goleman’s work which offers daily doses of EI education—small tidbits of information that can be digested within 10 to 15 minutes. The model, “LEARN, APPLY, REFLECT” means each lesson is coupled with a micro-technique in mindfulness, a suggestion for how to apply the learning, and an opportunity to share what you’ve discovered in the process. 

 

On our first Zoom call from quarantine, my client showed up looking surprisingly well. Not only was her COVID mild, but she immediately began crediting her wellbeing to the impact of our work with emotional intelligence. She told me how she was practicing self-awareness to understand her feelings and identify her triggers. 

 

She talked at length about the value of the techniques she'd learned and about how she was using a simple breathing practice we had gone over to keep herself from panicking. She shared that she had begun reading books she had always wanted to, connecting with her family over the phone in ways she hadn’t had the time for in her busy life, and listening to daily talks by her pastor. She was using empathy -- a critical EI competency -- to cultivate compassion for her husband, whose schedule she was now dependent on for her meals. She also talked about using empathy to tune in to the experience of those around her and how that helped her to feel less scared and alone. 

 

While emotional intelligence has gained significant traction in the corporate world for the benefits it has on business, it’s implications go far beyond. One of the greatest things about emotional intelligence is the roadmap it offers for improving ourselves and changing our relationship to the world. Parents become better parents because of EI. Partners become better partners because of EI.

As a coach, the EI curriculum I use has proven invaluable. There is only so much you can do in a short engagement -- this curriculum has provided a robust bank of practices with which to create real and lasting behavior change. 

 

As coaches, we are well-positioned to help our clients learn, through direct practice, how to leverage emotions to bolster their resilience . If you want to learn more about the building blocks of emotional intelligence, including how you might integrate it into your coaching practice, go here. This is a first-time opportunity to learn the Essentials of Emotional Intelligence with Daniel Goleman, plus get a look at the curriculum trained EI Coaches like me are using. 

 

Each one - their character

 

We should remain true to our nature and respect that of others.

 

One must not attempt to  justify the aspirations or the judgments, but rather, sense their nature simply and clearly.

 

Instead of justifying, as if the others are a part of a different world, let's try to see the mirror for ourselves with everyone around us.

 

Let's seek to understand before wanting to be understood.

 

Let's keep in mind that each of us has our own reality, and that such is what makes the world a beautiful place.

 

I guess the biggest learning in 2020 was to discern what is essential and what is not.

 

Also, an amazing opportunity to constantly review and reflect. Reboot. Rebound.

 

It is amazing that the collective intelligence of humankind – with all the benefits of globalisation, technology and collaboration, the entire world has become a level playing ground – was outsmarted by a single virus. And it hasn’t spared anyone. Diversity and Inclusion at its best?

 

All around, all the predictions made seem to be constantly futile. It is becoming increasingly apparent that no one is aware how this will pan out and for how long it will last.

 

And so, we are slowing having to reconcile that we have to relook at everything we have strongly believed as the gospel.

 

The days of 9 to 5 are numbered. The future is all about Fluid, Team-based, Work from Anywhere, Always on the job!

 

So, here are my takeaways that I hope to do differently in 2021 to partner with my stakeholders.

 

A) CORPORATES

 

Talent Acquisition

 

It is no rocket science. When one hires right then one has to spend less time in managing and motivating talent for posterity.

 

Geography is History. Talent pools are becoming broader and more diverse. If in the past talent had to go where the opportunity is, now opportunities will happen where ever talent is.

 

Focus less on the roles than on the skills needed to drive the competitive advantage and workflows that enhance it.

 

Hire for transportable skills, not industry experience.

 

Align to a world of work to address the future needs (skills, locations, cost) that’s support the accelerated pace of digital transformation and a hybrid mix of not just permanent, but a blend of remote, part time contingent employees.

 

Employer Branding

 

The employer of choice is perhaps the one that is most responsive to enhancing the employee experience (physical, financial and mental wellbeing).

 

Candidates will judge organisations by the way they treated employees during the pandemic.

 

A happy employee will not only delight customers but also attract smarter referrals.

 

Candidate Experience

 

Preparing to encourage employees for career development rather than preparing for the specific/next role.

 

Transition from designing work and workflow based on efficiency to designing for resilience.

 

Workforce management to Work fit management? New options could be talent sharing and 80% pay for 80% work.

 

Map internal skills to find talent that may have acquired skills through a non-traditional credentialing route (e.g., self-taught) and make sure interview processes are inclusive.

 

Adopt a skills adjacencies approach – check skills gap through the organisation, not necessarily by individual functions, fill gaps by guiding up-skilling current talent, and bridge them to enable cross functional talent mobility.

 

B) CANDIDATES

 

With the reducing mortality rates of companies and businesses, the onus on the career management is squarely on the individual.

 

Lifetime employment has given way to job hopping – one needs to constantly be aware of one’s skill inventory and constantly try to remain marketable.

 

The concept of retirement is passé. One just cannot expect to depend on the study-work-retire model. One has to be constant beta mode in learning. Study – Work – Study – repeat.

 

C) CONSULTANTS

 

The fast pace is here to stay. One is only as good as the latest assignment. Collaboration is the way today. Talent wins matches, but it is teams that win championships.

 

#LifeLongLearning is the only #Mantra to survival.

 

And yes, imperfect action is any day better than perfect inaction.

 

Else we will be History.

 

Leadership Style to Leadership Practice

 

Coaching Leadership People Management Mar 12, 2020

 

What is your leadership style? Does it stay constant, or vary depending on the context and motivation of your employees /team?

Leadership books and leadership blogs are fond of listing leadership traits, but to be an effective leader you need awareness of your default leadership style and behavioral flexibility depending on the context and level of employee motivation. That is going to take some practice.

 

Leadership Blog to Leadership Practice

 

Before we explore your leadership style, we must address the fact that there are about as many definitions of leadership as there are authors on the topic. This leadership blog is more focused on practice than theory, so a practical definition, from The Social Psychology of Leadership, is:

"Leadership is the process of influencing others in a manner that enhances their contribution to the realization of group goals."

I like this leadership definition because it speaks to a ‘process’ that requires ‘influence’. Leadership, in practice, is not a fixed thing, it’s not ‘one style fits all’. The effective leader must adjust their behavior depending on followers needs, and that they must support sub-ordinates to clarify the path to specified goals and support them in overcoming obstacles on the way to getting there.

Leadership is therefore a practice and you can practice flexibility of your leadership style.

 

Path Goal Leadership Theory

 

Path-Goal Theory, introduced by Martin Evans in 1971 and developed by Robert House (1974), looks at the interaction between Leadership Style, Environmental Factors and Employee Motivation.

Path-Goal Theory is not a detailed process it follows these three basic steps:

 

Determine the employee and environmental characteristics

 

Select a leadership style

 

Focus on motivational factors that will help the employee succeed

 

People Motivation and Environment

 

In a previous leadership blog I talked about how motivation is driven by different values. The Path Goal theory considers motivation in terms of needs. Typical employee needs include:

 

The need for control

 

The need for structure

 

The need for competence

 

The need for affiliation

 

The environment in which people work varies, as does the type of task or goal. So, when setting a goal, the leader needs to ask themselves:

 

Does this task/goal require high or low autonomy?

 

Does this task/ goal require high or low structure?

 

Do the people have the required ability/competence?

 

Are the people working together and feeling supported?

 

By answering these questions, the leader will understand what is required, for example:

 

If the sub-ordinates have low control (autonomy) and the task has low structure or high ambiguity, the leaders will need to offer greater support for the goal to be reached effectively.

 

If the followers lack the ability/competence, the leader will need to offer training or coaching for them to reach the goal.

 

If the work group or team is not supporting each other, the leaders will need to provide some alignment to the task, build trust, and show how achieving the goal is mutually beneficial.

 

 

 

Leadership Style & Behavior

 

Understanding the Employees and Environment means that the leader can adjust their style and behavior. Off course, this assumes some self-awareness and flexibility.

With modern psychometrics, we can now predict a leaders preferred leadership style based on personality, and with this feedback develop the requisite flexibility.

House and Mitchell (1974) defined four types of leader behaviors or styles: Directive, Supportive, Participative, and Achievement (explained in detail below). They are based on two factors Relationship and Task Orientation. 

The four path-goal leadership styles are:

 

 Directive: The Directive Leader is task oriented and typically tells followers what is expected of them, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is low structure or ambiguity within the environment.

 

Supportive: The Supportive Leader is relationship oriented and aims to make work pleasant for the workers by showing concern for them and by being friendly and approachable. It is most effective in situations in which tasks and relationships are physically or psychologically challenging.

 

Participative: The Participative Leader is also relationship oriented and tends to consult with employees before making decisions. This style is most effective when subordinates are competent with high autonomy (control).

 

Achievement: The Achievement Leader sets challenging goals (task oriented) expects them to perform at their highest level and shows confidence in their ability to meet this expectation (relationship oriented). This style is most effective in professional work environments, such as technical, scientific; or achievement environments, such as sales.

 

These four styles are not exclusive, and further research shows the benefits of facilitation and coaching.

 

Application & Practice

 

This theory is highly applicable for leadership development and coaching, as it reinforces the need for self-awareness, situational awareness and flexibility of leaders. How will you practice?

 

Why did you decide to become a Human Resources Manager?

 

For many of us “I’m a people’s person and I like helping others” was the motivational drive. But let’s face it: the fact that the median salary for HR Managers is over $100K also made a difference.

 

These are good reasons to start. Being good with people and wanting to help them find the jobs they deserve will push you forward. The financial motivator will do the same thing.

 

Will these factors make you a brilliant HR manager? Not necessarily.

 

It takes something more to be a true professional in HR management. Here are 10 things to consider:

 

1. FOCUS ON THE BIG PICTURE

This is a common flaw of HR managers: they get so focused on hiring the best new people that they forget about the ones they already have.

 

The engagement of the current employees is part of the big picture. It’s just as important as getting the best workers on board. Are your recognition, review, and growth policies on a par with your recruiting efforts? They should be.

 

2. MAINTAIN THE PASSION

HR managers represent the rules and needs of the organization. That’s why they appear as dry, cold, and distant most of the time. When you rediscover your passion, you’ll overcome that flaw. Your own drive will inspire the people you’re trying to recruit, as well the current workers in the organization.

 

3. TAKE A POSITIVE APPROACH TO COMMUNICATION

Each change and transition the company goes through affects the employees. It affects the connection between them. A professional HR manager must keep the communication lines within the entire organization functional at all times.

 

Communicate with the employees not only when they are facing transitions, but on a day-to-day basis, too. When you know what issues they are facing, you’ll be able to manage them well.

 

4. SHOW UP WHERE THEY WORK

Do you know how most workers perceive a call to show up in the HR office? Scary. That happens when the HR manager acts like a principal, who talks to people only to warn them about something. You want to change this attitude.

 

The employees will appreciate a more human contact. Get out of your office and show up where they work. Ask questions and let them suggest ideas. Show some support and you’ll create a better working environment. That’s what HR management is all about.

 

5. SHOW A GENUINE INTEREST IN EACH EMPLOYEE

Personalization is the key to effective human resources management. When you’re communicating with someone from the staff, it’s important to take their preferences, personality, age, and goals into consideration.

 

As a HR manager, you have to keep tabs on everyone. You can’t inspire them to do a better job with generalized motivational talks. If you push them towards their personal goals, however, you’ll be on the right track.

 

6. COLLABORATE WITH ALL DEPARTMENTS

You have a responsibility to choose and support the right workers for each department. For that purpose, you have to learn what the individual needs of each department are. Work close together with the managers to develop appropriate HR ideas and practices.

 

7. DEVELOP A MENTORSHIP PROGRAM

Through the process of mentoring, a newly acquired worker gets proper guidance for personal and professional development. They learn how to do their job well. When they get effective supervision and support, they are less afraid to be creative.

 

Mentoring should not be improvised. It should be a clear program based on plans, goals, and monitoring of results. The HR manager is responsible for appointing department training managers and line supervisors.

 

8. STAY FLEXIBLE

A research study in multinational firms in Hong Kong showed that flexible HR practices and employee behavior flexibility had a positive effect on the adaptability culture. Another study showed that organizations with strong culture adaptability had higher organizational commitment. Thus, your flexibility as a HR manager has a lot to do with the overall commitment in the organization.

 

How do you develop such flexibility? Be on top of all new trends. Analyze the events and culture within the organization. Consider their ideas and try new methods to support the workers’ development. Your profession involves learning and influencing change. Remember that!

 

9. USE THE RIGHT TECHNOLOGIES

Human resource information and applicant tracking systems are constantly being upgraded. You have to stay on top of new technologies, so you’ll keep improving your effectiveness as a HR manager

 

10. KNOW YOUR VISION

You can’t wait for your organization to define what your role is. You know what human resource management is all about. You need to do everything you can to become your own expert. This is an important role within the organization. The leadership team will expect you to grow and suggest new ideas.

 

Find your vision, which involves not only your growth as a HR manager, but the growth of the entire organization as a result to your work. Keep suggesting your ideas, developing new skills, and trying new practices.

 

It’s not easy to become an extraordinary HR manager. It takes a lot of work, experience, and consistent experimenting with new techniques. The tips above will help you start your journey towards greatness in this profession.

 

Why did you decide to become a Human Resources Manager?

 

For many of us “I’m a people’s person and I like helping others” was the motivational drive. But let’s face it: there is something more than that to make a difference - to the businesss and to those who make the business succeed.

 

These are good reasons to start. Being good with people and wanting to help them find the jobs they deserve will push you forward. The financial motivator will do the same thing.

 

Will these factors make you a brilliant HR professional?

 

Not necessarily.

 

It takes something more to be a true professional in HR management.

 

Here are 10 things to consider:

 

1. FOCUS ON THE BIG PICTURE

This is a common flaw of HR managers: they get so focused on hiring the best new people that they forget about the ones they already have.

 

The engagement of the current employees is part of the big picture. It’s just as important as getting the best workers on board.

 

Are your recognition, review, and growth policies on a par with your recruiting efforts?

They should be.

 

2. MAINTAIN THE PASSION

HR managers represent the rules and needs of the organization. That’s why they appear as dry, cold, and distant most of the time.

 

When you rediscover your passion, you’ll overcome that flaw.

 

Your own drive will inspire the people you’re trying to recruit, as well the current resources in the organization.

 

3. TAKE A POSITIVE APPROACH TO COMMUNICATION

Each change and transition the company goes through affects the employees. It affects the connection between them.

 

A professional HR manager must keep the communication lines within the entire organization functional at all times.

 

Communicate with the employees not only when they are facing transitions, but on a day-to-day basis, too. When one knows what issues they are facing, they’ll be able to manage/drive/negotiate them well.

 

4. SHOW UP WHERE THEY WORK

Do you know how most resources perceive a call to show up in the HR office?

 

Scary.

 

That happens when the HR manager acts like a principal, who talks to people only to warn them about something. You want to change this attitude.

 

The employees will appreciate a more human contact.

 

Get out of your office and show up where they work.

 

Ask questions and let them suggest ideas.

 

Show some support and you’ll create a better working environment.

 

That’s what HR management is all about.

 

5. SHOW A GENUINE INTEREST IN EACH EMPLOYEE

Personalization is the key to effective human resources management. When you’re communicating with someone from the staff, it’s important to take their preferences, personality, age, and goals into consideration.

 

As a HR manager, you have to keep tabs on everyone. You can’t inspire them to do a better job with generalized motivational talks. If you nudge them towards their personal goals, however, you’ll be on the right track.

 

6. COLLABORATE WITH ALL DEPARTMENTS

You have a responsibility to choose and support the right workers for each department. For that purpose, you have to learn what the individual needs of each department are. Work close together with the managers to develop appropriate HR ideas and practices.

 

7. DEVELOP A MENTORSHIP PROGRAM

Through the process of mentoring, a newly acquired worker gets proper guidance for personal and professional development. They learn how to do their job well. When they get effective supervision and support, they are less afraid to be creative.

 

Mentoring should not be improvised. It should be a clear program based on acknowledge, appreciating learning, shsring, participating, plans, goals, and monitoring of results.

 

8. STAY FLEXIBLE

Several research studies in multinational firms showed that flexible HR practices and employee behavior flexibility had a positive effect on the adaptability culture. Other studies showed that organizations with strong culture adaptability had higher organizational commitment. Thus, our flexibility as a HR manager has a lot to do with the overall commitment in Athe organization.

 

How do you develop such flexibility?

 

Be on top of all new trends. Analyze the events and culture within the organization.

 

Consider their ideas and try new methods to support the workers’ development. Your profession involves learning and influencing change. Remember that!

 

9. USE THE RIGHT TECHNOLOGIES

Human resource information and applicant tracking systems are constantly being upgraded. You have to stay on top of new technologies, so you’ll keep improving your effectiveness as a HR manager

 

10. KNOW YOUR VISION

You can’t wait for your organization to define what your role is.

 

You know what human resource management is all about.

 

You need to do everything you can to become your own expert.

 

This is an important role within the organization.

 

The leadership team will expect you to grow and suggest new ideas.

 

Find your vision, which involves not only your growth as a HR manager, but the growth of the entire organization as a result to your work.

 

Keep suggesting your ideas, developing new skills, and trying new practices.

 

It’s not easy to become an extraordinary HR manager.

 

It takes a lot of work, experience, and consistent experimenting with new techniques.

 

The tips above will help you start your journey towards greatness in this profession.

20/12/2020, 11:49 - Raman Bharadwaj: 

 

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Strategy

 

Navigating the Dozens of Different Strategy Options

 

by 

Martin Reeves,

Knut Haanaes,

and 

Janmejaya Sinha

 

June 24, 2015

 

In this adaptation from the new book, Your Strategy Needs a Strategy (HBR Press, 2015), BCG strategy experts make sense of the all the different, and competing, approaches to strategy: Which strategy is right for your business? When and how should you implement it? The practical tool offered here helps executives answer such questions as: What replaces planning when the annual cycle is obsolete? Where can we — and when should we — shape the game to our advantage? How do we simultaneously implement different strategies across different business units?

Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win — or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important to choose the right approach to strategy.

 

And it has never been more difficult. The number of strategy tools and frameworks that leaders can choose from has grown massively since the birth of business strategy in the early 1960s (see the chart below — and keep scrolling, you’ll get to the end eventually). And far from obvious are the answers to how these approaches relate to one another or when they should and shouldn’t be deployed.

 

It’s not that we lack powerful ways to approach strategy; it’s that we lack a robust way to select the right ones for the right circumstances. The five forces framework for strategy may be valid in one arena, blue ocean or open innovation in another, but each approach to strategy tends to be presented or perceived as a panacea. Managers and other business leaders face a dilemma: with increasingly diverse environments to manage and rising stakes to get it right, how do they identify the most effective approach to business strategy and marshal the right thinking and behaviors to conceive and execute it, supported by the appropriate frameworks and tools?

 

To address the combined challenge of increased dynamism and diversity of business environments as well as the proliferation of approaches, we propose a unifying choice framework: the strategy palette. This framework was created to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches.

The strategy palette consists of five archetypal approaches to strategy — basic colors, if you will — which can be applied to different parts of your business: from geographies to industries to functions to stages in a firm’s life cycle, tailored to the particular environment that each part of the business faces.

 

Five Strategy Environments

Strategy is, in essence, problem solving, and the best approach depends upon the specific problem at hand. Your environment dictates your approach to strategy. You need to assess the environment and then match and apply the appropriate approach. But how do you characterize the business environment, and how do you choose which approach to strategy is best suited to the job of defining a winning course of action?

 

Business environments differ along three easily discernible dimensions: Predictability (can you forecast it?), malleability (can you, either alone or in collaboration with others, shape it?), and harshness (can you survive it?). Combining these dimensions into a matrix reveals five distinct environments, each of which requires a distinct approach to strategy and execution.

 

Each environment corresponds to a distinct archetypal approach to strategy, or color in the strategy palette, as follows: predictable classical environments lend themselves to strategies of position, which are based on advantage achieved through scale or differentiation or capabilities and are achieved through comprehensive analysis and planning. Adaptive environments require continuous experimentation because planning does not work under conditions of rapid change and unpredictability. In a visionary setting, firms win by being the first to create a new market or to disrupt an existing one. In a shaping environment, firms can collaboratively shape an industry to their advantage by orchestrating the activities of other stakeholders. Finally, under the harsh conditions of a renewal environment, a firm needs to first conserve and free up resources to ensure its viability and then go on to choose one of the other four approaches to rejuvenate growth and ensure long-term prosperity.

 

The resulting overriding imperatives, at the simplest level, vary starkly for each approach:

• Classical: Be big.

• Adaptive: Be fast.

• Visionary: Be first.

• Shaping: Be the orchestrator.

• Renewal: Be viable.

 

Using the right approach pays off. In our research, firms that successfully match their strategy to their environment realized significantly better returns— 4-8% of total shareholder return — over firms that didn’t. Yet around half of all companies we looked at mismatch their approach to strategy to their environment in some way.

 

Let’s delve a little deeper to see how to win using each of the basic colors of strategy and why each works best under specific circumstances.

 

Classical

Leaders taking a classical approach to strategy believe that the world is predictable, that the basis of competition is stable, and that advantage, once obtained, is sustainable. Given that they cannot change their environment, such firms seek to position themselves optimally within it. Such positioning can be based on superior size, differentiation, or capabilities.

 

Positional advantage is sustainable in a classical environment: the environment is predictable and develops gradually without major disruptions.

 

To achieve winning positions, classical leaders employ the following thought flow: they analyse the basis of competitive advantage and the fit between their firm’s capabilities and the market and forecast how these will develop over time. Then, they construct a plan to build and sustain advantaged positions, and, finally, they execute it rigorously and efficiently.

 

Mars, the global manufacturer of confectionery and pet food, successfully executes a classical approach to strategy. Mars focuses on categories and brands where it can lead and obtain a scale advantage, and it creates value by growing those categories. This approach has helped Mars build itself into a profitable $35 billion company and multi-category leader over the course of a century.

Classical strategy is probably the approach with which you are the most familiar. In fact, for many managers, it may be the approach that defines strategy. Classical strategy is what is taught in business schools and practiced in some form in the majority of strategy functions in major enterprises.

 

Adaptive

Firms employ an adaptive approach when the business environment is neither predictable nor malleable. When prediction is hard and advantage is short-lived, the only shield against continuous disruption is a readiness and an ability to repeatedly change oneself. In an adaptive environment, winning comes from adapting to change by continuously experimenting and identifying new options more quickly and economically than others. The classical strategist’s mantra of sustainable competitive advantage becomes one of serial temporary advantage.

 

To be successful at strategy through experimentation, adaptive firms master three essential thinking steps: they continuously vary their approach, generating a range of strategic options to test. They carefully select the most successful ones to scale up and exploit. And as the environment changes, the firms rapidly iterate on this evolutionary loop to ensure that they continuously renew their advantage. An adaptive approach is less cerebral than a classical one—advantage arises through the company’s continuously trying new things and not through its analysing, predicting, and optimizing.

Tata Consultancy Services, the India-based information technology (IT) services and solutions company, operates in an environment it can neither predict nor change. It continuously adapts to repeated shifts in technology—from client servers to cloud computing—and the resulting changes that these shifts cause in their customers’ businesses and in the basis of competition. By taking an adaptive approach that focuses on monitoring the environment, strategic experimentation, and organizational flexibility, Tata Consultancy Services has grown from $155 million in revenue in 1996 to $1 billion in 2003 and more than $13 billion in 2013 to become the second-largest pure IT services company in the world.

 

Visionary

Leaders taking a visionary approach believe that they can reliably create or re-create an environment largely by themselves. Visionary firms win by being the first to introduce a revolutionary new product or business model. Though the environment may look uncertain to others, visionary leaders see a clear opportunity for the creation of a new market segment or the disruption of an existing one, and they act to realize this possibility.

 

This approach works when the visionary firm can single-handedly build a new, attractive market reality. A firm can be the first to apply a new technology or to identify and address a major source of customer dissatisfaction or a latent need. The firm can innovate to address a tired industry business model or can recognize a megatrend before others see and act on it.

 

Firms deploying a visionary approach also follow a distinct thought flow. First, visionary leaders envisage a valuable possibility that can be realized. Then they work single-mindedly to be the first to build it. Finally, they persist in executing and scaling the vision until its full potential has been realized. In contrast to the analysis and planning of classical strategy and the iterative experimentation of adaptive strategy, the visionary approach is about imagination and realization and is essentially creative.

 

Quintiles, which pioneered the clinical research organization (CRO) industry for outsourced pharmaceutical drug development services, is a prime example of a company employing a visionary approach to strategy. Though the industry model may have looked stable to others, its founder and chairman, Dennis Gillings, saw a clear opportunity to improve drug development by creating an entirely new business model and, in 1982, moved first to capitalize on the inevitabilities he saw. By ensuring that Quintiles moved fast and boldly, it maintained its lead and leapt well ahead of potential competition. It is today the largest player in the CRO industry which it created and has been associated with the development or commercialization of the top fifty best-selling drugs currently on the market.

 

Shaping

When the environment is unpredictable but malleable, a firm has the extraordinary opportunity to lead the shaping or reshaping of a whole industry at an early point of its development, before the rules have been written or rewritten.

 

Such an opportunity requires you to collaborate with others because you cannot shape the industry alone—and you need others to share the risk, contribute complementary capabilities, and build the new market quickly before competitors mobilize. A shaping firm therefore operates under a high degree of unpredictability, given the nascent stage of industry evolution it faces and the participation of multiple stakeholders that it must influence but cannot fully control.

 

In the shaping approach, firms engage other stakeholders to create a shared vision of the future at the right point in time. They build a platform through which they can orchestrate collaboration and then evolve that platform and its associated stakeholder ecosystem by scaling it and maintaining its flexibility and diversity. Shaping strategies are very different from classical, adaptive, or visionary strategies—they concern ecosystems rather than individual enterprises and rely as much on collaboration as on competition.

 

Novo Nordisk employed a shaping strategy to win in the Chinese diabetes care market since the 1990s. Novo couldn’t predict the exact path of market development, since the diabetes challenge was just beginning to emerge in China, but by collaborating with patients, regulators, and doctors, the company could influence the rules of the game. Now, Novo is the uncontested market leader in diabetes care in China, with over 60 percent insulin market share.

 

Renewal

The renewal approach to strategy aims to restore the vitality and competitiveness of a firm when it is operating in a harsh environment. Such difficult circumstances can be caused by a protracted mismatch between the firm’s approach to strategy and its environment or by an acute external or internal shock.

 

EXCERPTED FROM

 

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

 

Book 

 

Martin Reeves

 

Knut Haanaes

 

Janmejaya Sinha

 

When the external circumstances are so challenging that your current way of doing business cannot be sustained, decisively changing course is the only way to not only survive, but also to secure another chance to thrive. A company must first recognize and react to the deteriorating environment as early as possible. Then, it needs to act decisively to restore its viability—economizing by refocusing the business, cutting costs, and preserving capital, while also freeing up resources to fund the next part of the renewal journey. Finally, the firm must pivot to one of the four other approaches to strategy to ensure that it can grow and thrive again. The renewal approach differs markedly from the other four approaches to strategy: it is usually initially defensive, it involves two distinct phases, and it is a prelude to adopting one of the other approaches to strategy. Renewal has become increasingly common because of the number of companies getting out of step with their environments.

 

American Express’s response to the financial crisis exemplifies the renewal approach. As the credit crisis hit in 2008, Amex faced the triple punch of rising default rates, slipping consumer demand, and decreasing access to capital. To survive, the company cut approximately 10 percent of its workforce, shed noncore activities, and cut ancillary investment. By 2009, Amex had saved almost $2 billion in costs and pivoted toward growth and innovation by engaging new partners, investing in its loyalty program, entering the deposit raising business, and embracing digital technology. As of 2014, its stock was up 800 percent from recession lows.

 

Applying the Strategy Palette

The strategy palette can be applied on three levels: to match and correctly execute the right approach to strategy for a specific part of the business, to effectively manage multiple approaches to strategy in different parts of the business or over time, and to help leaders to animate the resulting collage of approaches.

 

The strategy palette provides leaders with a new language for describing and choosing the right approach to strategy in a particular part of their business. It also provides a logical thread to connect strategizing and execution for each approach. In most companies, strategizing and execution have become artificially separated, both organizationally and temporally. Each approach entails not only a very different way of conceiving strategy but also a distinct approach to implementation, creating very different requirements for information management, innovation, organization, leadership, and culture. The strategy palette can therefore guide not only the strategic intentions but also the operational setup of a company. The table below summarizes the key elements of the strategy palette and includes specific examples of companies using the five approaches.

 

The palette can also help leaders to “de-average” their business (decompose it into its component parts, each requiring a characteristic approach to strategy) and effectively combine multiple approaches to strategy across different business units, geographies, and stages of a firm’s life cycle. Large corporations are now stretched across a more diverse and faster-changing range of business contexts. Almost all large firms comprise multiple businesses and geographies, each with a distinct strategic character, and thus require the simultaneous execution of different approaches to strategy. The right approach for a fast-evolving technology unit is unlikely to be the same as for a more mature one. And the approach in a rapidly developing economy is likely to be very different for the same business operating in a more mature one.

 

Inevitably, any business or business model goes through a life cycle, each stage of which requires a different approach. Businesses are usually created in the visionary or shaping quadrants of the strategy palette and tend to migrate counter clockwise through adaptive and classical quadrants before being disrupted by further innovations and entering a new cycle, although the exact path can vary. Apple, for example, created its iPhone using a visionary approach, then used a shaping strategy to develop a collaborative ecosystem with app developers, telecom firms, and content providers. And as competitors jostle for position with increasingly convergent offerings, it is likely that their strategies will become increasingly adaptive or classical. Leaders themselves play a vital role in the application of the strategy palette by setting and adjusting the context for strategy. They read the environment to determine which approach to strategy to apply where and to put the right people in place to execute it.

Moreover, business leaders play a critical role of selling the integrated strategy narrative externally and internally. They continuously animate the strategy collage — the combination of multiple approaches to strategy — keeping it dynamic and up-to-date by asking the right questions, by challenging assumptions to prevent a dominant logic from clouding the perspective, and by putting their weight behind critical change initiatives.

To explore and apply these ideas to your own situation, we have developed a companion iPad app. To download the iPad app, visit Apple’s App Store and search for “Your Strategy Needs a Strategy.” You can also find it by visiting our website: www.bcgperspectives.com/yourstrategyneedsastrategy.

This excerpt is adapted from the book Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach by Martin Reeves, Knut Haanaes, and Janmejaya Sinha (HBR Press, 2015)

 

Martin Reeves is the chairman of the BCG Henderson Institute in San Francisco and a coauthor of The Imagination Machine (Harvard Business Review Press, forthcoming).

 

KH

 

Knut Haanaes is a partner in the Geneva office of the Boston Consulting Group and the global leader of BCG’s Strategy practice area.

 

JS

 

Janmejaya Sinha is chairman of BCG Asia Pacific, and a senior partner in the Mumbai office.

 

Read more on Strategy or related topics Competition and Strategy execution

 

Next InStrategic Planning

20/12/2020, 14:15 - Raman Bharadwaj: The key leadership competencies required for success in today’s digital world, including:

 

Self-awareness and self-development

 

Development of others

 

Strategic thinking and decision-making

 

Leadership practices mindfulness and mindset

 

Innovation

 

Effective cross-cultural communication

20/12/2020, 14:21 - Raman Bharadwaj: TRANSFORMATIONAL LEADERSHIP: HOW TO INSPIRE INNOVATION IN THE WORKPLACE

 

It’s no secret that an effective leadership strategy can be the difference between an organization that flourishes and one that fails. What most do not consider, however, is the effort that goes into identifying which approach a leader should take in order to make the biggest impact.

There are eight primary theories of leadership, according to Les Stein, PhD, assistant teaching professor in Northeastern’s Master of Science in Leadership program. Each leadership methodology operates on a different set of priorities and can be equally effective when applied to the “correct” situation.

While Stein believes in utilizing different leadership approaches depending on the circumstances, he is partial to employing transformational leadership because the broad and inspiring principles the paradigm is based on have the potential to make a difference in a larger context.

“Transformational leadership offers a little bit of everything,” Stein says. “And [it] is generally considered to be extremely effective for leaders who want to get the most from their followers.”

 

What is Transformational Leadership?

 

Transformational leadership is a model of leadership used across the spectrum of politics, education, entertainment, finance, technology, and other industries.

“When you look at people that are good examples of transformational leaders, you think of the people that have had an impact, whether that’s on an organization or on the country,” Stein says. “These are the people that can rise to any challenge and bring everybody together collectively to make a difference.”

This transformational approach to leadership relies on encouraging and motivating followers to participate in molding a successful future for an organization. This often includes establishing a group’s common purpose—a concept rooted in an organization’s official “vision” and “mission,” which are two aspects leaders use to help define and outline goals. As Stein explains, “[Vision] tells me where I want my organization to be in the future and why. [Mission] explains the reason for my organization’s existence—its purpose.” He argues that no organization can succeed without a clear vision and mission and that both are vital aspects for leadership to establish early on.

In fact, Stein believes a truly transformational leader can enter a struggling or stagnant organization, analyze the circumstances, and articulate needed improvements almost immediately. He or she should then be able to guide the organization in defining or redefining its core values in a way that unites the group in a common effort.

At the most basic level, transformational leadership is used to inspire employees to look ahead with a focus on the greater good and to function as a single unit with a common goal in mind. It is not until a leader can accomplish these steps that a successful transformation can begin.

Qualities of Transformational Leaders

 

Stein considers transformational leaders to be people who can bring an organization together “to understand a common purpose and motivate in a way that creates an organizational culture focused on success.” He has found these types of leaders commonly possess a particular set of traits and characteristics.

A transformational leader is:

 

Visionary

 

Team-centric

 

Engaging

 

Inspiring

 

Inclusive

 

Emotionally Intelligent

 

Collaborative

 

Leaders who have these skills are also commonly charismatic, empathetic, motivating, Stein says. On a personal level, they possess strong ethical values. They strive to put their teams before themselves without ever thinking about their own power or how their actions will benefit them personally moving forward.

As part of a team, transformational leaders have an innate ability to understand people, define each team member’s goals and aspirations, and bring everybody together to make a difference. They are also likely visionary in their own way of thinking and possess communication skills that allow them to not only articulate their thoughts clearly, but to do so in a way that is inspiring to others.

 

“You hear a lot of people called ‘transformational leaders,’ and I would question that,” Stein says. “[Transformational leaders are] unique individuals with real, honest personal skills [that allow them] to get the job done far better than anyone else.”

 

Transformational leaders must also be able to create a positive work culture for their employees. This requires they assemble the right group of people on a team and create a collaborative environment in which individuals are free to work together, express their thoughts and opinions, and feel safe to share any creative and innovative ideas that might benefit the organization.

Stein describes an effective transformational leader as one who is, “always focused on making the organization the best that it can be.” This includes asking for opinions, gathering ideas, and making sure that every person on the team feels included, heard, and valued.

Most transformational leaders are found at the executive levels of organizations because, “they have to be in a position of responsibility to impact the success of their organizations,” Stein adds.

 

Examples of Transformational Leaders and their Organizations

 

Although it may seem that transformational leaders only come around once or twice in a lifetime, it is likely that you can recognize the names of many of the famous transformational leaders that have made an impact on today’s society.

Well-known transformational leaders include:

 

Nelson Mandela

 

Mahatma Gandhi

 

Abraham Lincoln

 

Margaret Thatcher

 

Richard Branson

 

Martin Luther King Jr.

 

Franklin Delano Roosevelt

 

Indra Nooyi

 

Companies that have thrived under transformational leadership include many of the most famous names in our culture today, including Apple, IBM, Microsoft, Walmart, and Google.

Some may even argue that—led by President Joseph Aoun—Northeastern University is operating under a transformational leadership model.

“[Aoun] has a very strong vision for the university and is successfully challenging it to change and meet the many social and technological challenges of tomorrow,” Stein says. “He has one of the most important skills any leader can possess—the power to influence.”

 

Which Organizations Benefit Most from Transformational Leadership?

 

Stein believes that every organization, no matter how successful they are, can benefit from the guidance of a transformation leader. After all, he stresses, “Transformation doesn’t have to always be from bad to good. It can be from good to great, or simply good to better. The point is, [a transformational leader will] change their institution in a way that’s always positive.”

Stein recognizes that organizations with a poor culture will gain the most from this type of positive interference, however.

“Organizations will benefit most from a transformational leader when their culture is such that people aren’t sure if they buy into the vision of the organization, [or they don’t] seem to have that collective enthusiasm for their product.”

 

How To Embrace Transformational Leadership in Your Workplace

 

Given the many benefits of a successful transformational leadership strategy, it is no wonder so many employees feel inspired to practice these skills and incorporate these values into their work. Academics in the leadership community, however, are divided on whether “choosing” to be a transformational leader is that simple.

“The ‘Great Man Theory’ is based on the idea that people are born with leadership skills,” Stein says. For this reason, many in the community operate under the belief that the qualities required to be a successful transformational leader are not ones that can simply be taught.

Those on the opposite side of the argument, however, believe that society has, “since transitioned to the idea that leadership can be learned,” Stein says. From his view, Stein believes that “The transformational leadership model challenges a bit of both.”

Stein explains that while many believe the core qualities of a transformational leader—such as charisma and empathy—are ones that people are either born with or are not, with hard work and an honest desire to improve an organization, there are some transformational leadership skills that many individuals can learn to embrace.

Use the following tips to explore transformational leadership and learn the ways you can apply its methods to your workplace.

 

1. Work on Yourself as a Leader

 

Before you can start making changes to your team and your organization, it’s important to look at how you function as a leader. Successful transformational leaders are empathetic, charismatic, and inspirational. These traits may not appear to be learnable, but there are steps you can take as a leader to develop them.

Empathy–Take the time to sit down and get to know the people you work with on an individual level and in a context that’s broader than just their role in your organization. Ask about their backgrounds, their personal goals, and even the concerns that weigh heavy on their minds from day-to-day. You may walk away from this exercise with a better understanding of how they will react to change in the organization, how to approach feedback with them, or even what tactics and tools can be used to motivate them. At the very least, taking time to connect with them on a personal level should allow you to put yourself in their shoes much more easily, a necessary factor when determining how best to inspire them.

Charisma—In leadership coach Olivia Fox Cabane’s book titled “The Charisma Myth,” she outlines a set of tactics anyone can use to become a more charismatic person. These tactics include being present in every situation, neutralizing negative thoughts, dressing to impress, mirroring body language, and more. Books like this, while not fool-proof guides, do offer future leaders struggling to find their natural charm a starting point for improvement.

Inspiration–There are dozens of guides on how to inspire and motivate, and each offers a variety of viable tools and methods for doing so. For example, this piece outlines nine creative approaches to inspiring people—listing everything from actively listening to using high-powered talent when trying to motivate. However, at the center of all this advice is simply the idea that you must approach every situation with the greater good of the organization in mind. Leaders who truly conquer this skill naturally create a level of trust and accountability among their team, which allows those being led to feel safe and secure in choosing to follow.

 

2. Create the Proper Culture in Your Workplace

 

Company culture is an increasingly important aspect of an employee’s overall work experience. For that reason, employers tend to put a lot of time and energy into establishing a work environment that their employees can enjoy, incorporating perks, events, and benefits in an effort to make each individual feel appreciated by the organization and thus motivated to work harder.

Putting a similar emphasis on culture from a transformational leadership perspective can go a long way in your workplace. Not only is it important to make sure your team feels appreciated and respected, but those wishing to utilize transformational methods must also take the time to ensure the environment is one which encourages collaboration, innovation, and communication. Establishing each of these will help to create the collective enthusiasm among your team that is necessary for a successful transformation.

Collaboration—Transformational leadership is based on the idea that all employees should be working together towards a singular, common goal within an organization. It is vital that leaders create a collaborative environment in their workplace to accomplish this. Whether this means working as larger groups on projects very clearly tied to the achievement of that common goal, or simply ensuring employees can see how their own daily work contributes to the greater goals of the company, establishing these methods of collaboration early on will help set your organization up for success.

Innovation—More often than not, the most creative ideas will come from employees within your organization who are spending the most time with your product or services every day. Embrace the transformational leadership method by making sure your workplace culture encourages the sharing of suggestions, improvements, and ideas from team members at every tier of the company. Other methods for inspiring innovation in the workplace include embracing failure, offering incentives, and training employees in “design thinking.”

 

(Learn more about these methods by downloading our full guide to introducing innovation in your workplace.)

 

Communication—Ensure that every member of your team not only feels comfortable enough to voice their opinions and share their innovative ideas, but that they know what they have to say will be heard and valued. This starts with you, as the leader, establishing a flow of open communication with your employees.

 

3. Practice Identifying and Facilitating Core Values

 

The first (and often most significant) impact a transformational leader can make occurs by defining and clarifying an organization’s values. This may come in the form of cleaning or updating its mission and vision statements or simply ensuring there is a clear difference between the two. Transformational leaders can step into a new organization, identify what isn’t working, and come up with a strategy and set of recommendations to solve it.

In order to begin to formulate these skills, aspiring transformational leaders should simply begin to familiarize themselves with this type of process. Identify the vision and mission of your current organization and begin to draw conclusions to determine if, from your position, those values are being supported by every division within the company. If they are being supported, try to identify what strategies executives are utilizing to accomplish this. You may also consider these leaders as potential coaches and mentors and work to mirror their leadership styles. If they aren’t, consider ways you might approach rallying the organization together to reach those common goals. While it is important to be wary of your company’s leadership infrastructure and how they may react to such suggestions, Stein encourages aspiring leaders to remember that, “transformational leaders don’t wait for change to happen—they create it.”

About Ashley DiFranza

 

Ashley DiFranza is a marketing content producer at Northeastern University. She has been working in the marketing sector for over 5 years and has experience writing B2B and B2C long-form content for a variety of publications and audiences, as well as short-form social media content for an array of unique brands. Some past organizations Ashley has worked with include Captivate Network, OnStage Blog, PartnerSolve LLC, VinCompass, and many more.

 

THE ART OF CRISIS LEADERSHIP

 

By Les Stein  |  June 16, 2020

 

 Les Stein, PhD and assistant teaching professor in Northeastern’s Master of Science in Leadership program, shares his insights on the importance of strong leadership in times of crisis.   

Amid a crisis—be it global, national, or organizational—great leaders are grounded in reality, understand the importance of synergy, demonstrate confidence in their ability to overcome unexpected and difficult challenges, and have a vision for the future. It is important to understand that although no two crises are alike, and each one requires a different response, there are significant similarities in the leadership styles that will most effectively navigate them.

The terrorist attack on September 11, 2001, came without warning to the general public, much like the crisis surrounding Johnson & Johnson in 1982, when some of the company’s Tylenol capsules were found laced with potassium cyanide poison. In both cases, immediate and responsive leadership addressed the emergency, and the public was provided with up-to-date information at the local and national levels. This is the kind of leadership we expect from those in power, but it does not always come naturally to those who are at the top, as exemplified by the unmitigated leadership disaster that accompanied the BP oil spill of 2010 in the Gulf of Mexico.

The COVID-19 pandemic is also providing us with valuable lessons in crisis leadership. First, it is highlighting the need for our political and business leaders to find the right balance between focusing on the present (today and tomorrow) and planning for the future (i.e. what our nation and its local communities will look like in 5 to 10 years). Presently, however, people are not interested in the distant future—they want to be reassured that their families will have a roof over their heads and food on the table in the coming days and weeks. In the throes of the pandemic, while thousands of people are sick and dying and millions are out of work, the best leaders are those who can calm people’s fears by demonstrating confident and honest optimism.

 

The Leader’s Mandate

 

Some will argue that a leader’s best course of action in dealing with any crisis is to wait for the situation to unfold before acting; otherwise, they may not have all the information at their fingertips and a hurried response will lead to greater confusion and damage. Others believe that an immediate response is better than no response—that is, that a plan with an 80 percent chance of success is better than no plan at all. Regardless, leaders need to conduct an immediate analysis of the situation and make sure they have a clear understanding of the available information.

A crisis demands a combination of authentic, transformational, and servant leadership styles. Each one brings to the table a quality that addresses people’s fears, concerns, and hopes.

 

An authentic leader is one who has a sense of purpose that flows from a compassionate heart.

 

Transformational leaders will engage actively with their followers and motivate them to accomplish far beyond their expectations.

 

Servant leaders put their followers first—which is essentially the true calling of any leader.

 

Together, these three leadership styles support the best characteristics of a crisis leader.

A crisis demands a combination of authentic, transformational, and servant leadership styles. Each one brings to the table a quality that addresses people’s fears, concerns, and hopes.CLICK TO TWEET

 

10 Characteristics of a Crisis Leader

 

While leaders may drive people and organizations under a variety of leadership styles, the best leaders share these 10 common characteristics. Strong crisis leaders are:

 

Grounded in reality: Crisis leaders are not afraid of bad news and will not dismiss or minimize problems in the hope that they will go away on their own. Such leaders are also steady and dependable.

 

Emotionally and socially intelligent: They are empathetic. They have the ability to walk in the shoes of those they lead and understand their fears and concerns, offering meaningful and honest reassurance and encouragement along the way.

 

Resilient: They demonstrate psychological strength by dealing with problems directly and recovering from setbacks quickly. They use failure as a learning opportunity and always think ahead.

 

An example of moral courage: In the face of adversity and when everyone has so many different opinions, the best leaders rely only on facts to identify appropriate courses of action, and always do what is morally and ethically right.

 

Open and honest communicators: It is counterproductive and dangerous to marginalize and/or ignore bad news. If a leader does not know the answer to a question, they should say so.

 

Willing to listen to the experts: Good leaders put their egos aside and build teams that will provide unvarnished ideas and recommendations based on expertise and professional experiences. The best leaders are those who are teachable.

 

Visible: People need to see and hear their leaders, but the great ones will always hold their egos in check and make it clear that “it is not about me.”

 

Responsible and accountable: President Harry Truman said it best with a sign at the front of his desk that read, “The Buck Stops Here.”

 

Focused on long-term rather than short-term solutions: Crisis leaders act, rather than react. The greatest leaders will always have a vision and focus their attention on resolving the crisis with an eye to the future.

 

Use a crisis as an opportunity: They understand the nation’s or organization’s shortcomings and take appropriate action to prepare for the next crisis.

 

Putting Crisis Leadership into Practice

 

Graduates of the Master of Science in Leadership program comprehend that many of history’s greatest leaders were born from crises. Some, like Lee Iacocca and Anne Mulcahy, were asked to transform otherwise failing organizations, while others were required to lead their countries against tyranny, like Winston Churchill and Nelson Mandela. Understanding their roles and responsibilities as leaders effectively prepares MSL graduates for senior leadership positions and for helping their organizations navigate through the best—and the worst—of times.

 

About Les Stein

 

Les Stein, PhD is an assistant teaching professor in the Master of Science in Leadership program at Northeastern University’s College of Professional Studies.

20/12/2020, 14:25 - Raman Bharadwaj:  LEADERSHIP: HOW TO INSPIRE INNOVATION IN THE WORKPLACE

 

By Ashley DiFranza  |  March 27, 2019

 

 It’s no secret that an effective leadership strategy can be the difference between an organization that flourishes and one that fails. What most do not consider, however, is the effort that goes into identifying which approach a leader should take in order to make the biggest impact.

There are eight primary theories of leadership, according to Les Stein, PhD, assistant teaching professor in Northeastern’s Master of Science in Leadership program. Each leadership methodology operates on a different set of priorities and can be equally effective when applied to the “correct” situation.

While Stein believes in utilizing different leadership approaches depending on the circumstances, he is partial to employing transformational leadership because the broad and inspiring principles the paradigm is based on have the potential to make a difference in a larger context.

“Transformational leadership offers a little bit of everything,” Stein says. “And [it] is generally considered to be extremely effective for leaders who want to get the most from their followers.”

 

What is Transformational Leadership?

 

Transformational leadership is a model of leadership used across the spectrum of politics, education, entertainment, finance, technology, and other industries.

“When you look at people that are good examples of transformational leaders, you think of the people that have had an impact, whether that’s on an organization or on the country,” Stein says. “These are the people that can rise to any challenge and bring everybody together collectively to make a difference.”

This transformational approach to leadership relies on encouraging and motivating followers to participate in molding a successful future for an organization. This often includes establishing a group’s common purpose—a concept rooted in an organization’s official “vision” and “mission,” which are two aspects leaders use to help define and outline goals. As Stein explains, “[Vision] tells me where I want my organization to be in the future and why. [Mission] explains the reason for my organization’s existence—its purpose.” He argues that no organization can succeed without a clear vision and mission and that both are vital aspects for leadership to establish early on.

In fact, Stein believes a truly transformational leader can enter a struggling or stagnant organization, analyze the circumstances, and articulate needed improvements almost immediately. He or she should then be able to guide the organization in defining or redefining its core values in a way that unites the group in a common effort.

At the most basic level, transformational leadership is used to inspire employees to look ahead with a focus on the greater good and to function as a single unit with a common goal in mind. It is not until a leader can accomplish these steps that a successful transformation can begin.

 

Qualities of Transformational Leaders

 

Stein considers transformational leaders to be people who can bring an organization together “to understand a common purpose and motivate in a way that creates an organizational culture focused on success.” He has found these types of leaders commonly possess a particular set of traits and characteristics.

 

A transformational leader is:

 

Visionary

 

Team-centric

 

Engaging

 

Inspiring

 

Inclusive

 

Emotionally Intelligent

 

Collaborative

 

Leaders who have these skills are also commonly charismatic, empathetic, motivating, Stein says. On a personal level, they possess strong ethical values. They strive to put their teams before themselves without ever thinking about their own power or how their actions will benefit them personally moving forward.

As part of a team, transformational leaders have an innate ability to understand people, define each team member’s goals and aspirations, and bring everybody together to make a difference. They are also likely visionary in their own way of thinking and possess communication skills that allow them to not only articulate their thoughts clearly, but to do so in a way that is inspiring to others.

 

“You hear a lot of people called ‘transformational leaders,’ and I would question that,” Stein says. “[Transformational leaders are] unique individuals with real, honest personal skills [that allow them] to get the job done far better than anyone else.”

 

Transformational leaders must also be able to create a positive work culture for their employees. This requires they assemble the right group of people on a team and create a collaborative environment in which individuals are free to work together, express their thoughts and opinions, and feel safe to share any creative and innovative ideas that might benefit the organization.

Stein describes an effective transformational leader as one who is, “always focused on making the organization the best that it can be.” This includes asking for opinions, gathering ideas, and making sure that every person on the team feels included, heard, and valued.

Most transformational leaders are found at the executive levels of organizations because, “they have to be in a position of responsibility to impact the success of their organizations,” Stein adds.

 

Examples of Transformational Leaders and their Organizations

 

Although it may seem that transformational leaders only come around once or twice in a lifetime, it is likely that you can recognize the names of many of the famous transformational leaders that have made an impact on today’s society.

Well-known transformational leaders include:

 

Nelson Mandela

 

Mahatma Gandhi

 

Abraham Lincoln

 

Margaret Thatcher

 

Richard Branson

 

Martin Luther King Jr.

 

Franklin Delano Roosevelt

 

Indra Nooyi

 

Companies that have thrived under transformational leadership include many of the most famous names in our culture today, including Apple, IBM, Microsoft, Walmart, and Google.

Some may even argue that—led by President Joseph Aoun—Northeastern University is operating under a transformational leadership model.

“[Aoun] has a very strong vision for the university and is successfully challenging it to change and meet the many social and technological challenges of tomorrow,” Stein says. “He has one of the most important skills any leader can possess—the power to influence.”

 

Which Organizations Benefit Most from Transformational Leadership?

 

Stein believes that every organization, no matter how successful they are, can benefit from the guidance of a transformation leader. After all, he stresses, “Transformation doesn’t have to always be from bad to good. It can be from good to great, or simply good to better. The point is, [a transformational leader will] change their institution in a way that’s always positive.”

Stein recognizes that organizations with a poor culture will gain the most from this type of positive interference, however.

“Organizations will benefit most from a transformational leader when their culture is such that people aren’t sure if they buy into the vision of the organization, [or they don’t] seem to have that collective enthusiasm for their product.”

 

How To Embrace Transformational Leadership in Your Workplace

 

Given the many benefits of a successful transformational leadership strategy, it is no wonder so many employees feel inspired to practice these skills and incorporate these values into their work. Academics in the leadership community, however, are divided on whether “choosing” to be a transformational leader is that simple.

“The ‘Great Man Theory’ is based on the idea that people are born with leadership skills,” Stein says. For this reason, many in the community operate under the belief that the qualities required to be a successful transformational leader are not ones that can simply be taught.

Those on the opposite side of the argument, however, believe that society has, “since transitioned to the idea that leadership can be learned,” Stein says. From his view, Stein believes that “The transformational leadership model challenges a bit of both.”

Stein explains that while many believe the core qualities of a transformational leader—such as charisma and empathy—are ones that people are either born with or are not, with hard work and an honest desire to improve an organization, there are some transformational leadership skills that many individuals can learn to embrace.

Use the following tips to explore transformational leadership and learn the ways you can apply its methods to your workplace.

 

1. Work on Yourself as a Leader

 

Before you can start making changes to your team and your organization, it’s important to look at how you function as a leader. Successful transformational leaders are empathetic, charismatic, and inspirational. These traits may not appear to be learnable, but there are steps you can take as a leader to develop them.

Empathy–Take the time to sit down and get to know the people you work with on an individual level and in a context that’s broader than just their role in your organization. Ask about their backgrounds, their personal goals, and even the concerns that weigh heavy on their minds from day-to-day. You may walk away from this exercise with a better understanding of how they will react to change in the organization, how to approach feedback with them, or even what tactics and tools can be used to motivate them. At the very least, taking time to connect with them on a personal level should allow you to put yourself in their shoes much more easily, a necessary factor when determining how best to inspire them.

Charisma—In leadership coach Olivia Fox Cabane’s book titled “The Charisma Myth,” she outlines a set of tactics anyone can use to become a more charismatic person. These tactics include being present in every situation, neutralizing negative thoughts, dressing to impress, mirroring body language, and more. Books like this, while not fool-proof guides, do offer future leaders struggling to find their natural charm a starting point for improvement.

Inspiration–There are dozens of guides on how to inspire and motivate, and each offers a variety of viable tools and methods for doing so. For example, this piece outlines nine creative approaches to inspiring people—listing everything from actively listening to using high-powered talent when trying to motivate. However, at the center of all this advice is simply the idea that you must approach every situation with the greater good of the organization in mind. Leaders who truly conquer this skill naturally create a level of trust and accountability among their team, which allows those being led to feel safe and secure in choosing to follow.

 

2. Create the Proper Culture in Your Workplace

 

Company culture is an increasingly important aspect of an employee’s overall work experience. For that reason, employers tend to put a lot of time and energy into establishing a work environment that their employees can enjoy, incorporating perks, events, and benefits in an effort to make each individual feel appreciated by the organization and thus motivated to work harder.

Putting a similar emphasis on culture from a transformational leadership perspective can go a long way in your workplace. Not only is it important to make sure your team feels appreciated and respected, but those wishing to utilize transformational methods must also take the time to ensure the environment is one which encourages collaboration, innovation, and communication. Establishing each of these will help to create the collective enthusiasm among your team that is necessary for a successful transformation.

Collaboration—Transformational leadership is based on the idea that all employees should be working together towards a singular, common goal within an organization. It is vital that leaders create a collaborative environment in their workplace to accomplish this. Whether this means working as larger groups on projects very clearly tied to the achievement of that common goal, or simply ensuring employees can see how their own daily work contributes to the greater goals of the company, establishing these methods of collaboration early on will help set your organization up for success.

Innovation—More often than not, the most creative ideas will come from employees within your organization who are spending the most time with your product or services every day. Embrace the transformational leadership method by making sure your workplace culture encourages the sharing of suggestions, improvements, and ideas from team members at every tier of the company. Other methods for inspiring innovation in the workplace include embracing failure, offering incentives, and training employees in “design thinking.”

 

(Learn more about these methods by downloading our full guide to introducing innovation in your workplace.)

 

Communication—Ensure that every member of your team not only feels comfortable enough to voice their opinions and share their innovative ideas, but that they know what they have to say will be heard and valued. This starts with you, as the leader, establishing a flow of open communication with your employees.

 

3. Practice Identifying and Facilitating Core Values

 

The first (and often most significant) impact a transformational leader can make occurs by defining and clarifying an organization’s values. This may come in the form of cleaning or updating its mission and vision statements or simply ensuring there is a clear difference between the two. Transformational leaders can step into a new organization, identify what isn’t working, and come up with a strategy and set of recommendations to solve it.

In order to begin to formulate these skills, aspiring transformational leaders should simply begin to familiarize themselves with this type of process. Identify the vision and mission of your current organization and begin to draw conclusions to determine if, from your position, those values are being supported by every division within the company. If they are being supported, try to identify what strategies executives are utilizing to accomplish this. You may also consider these leaders as potential coaches and mentors and work to mirror their leadership styles. If they aren’t, consider ways you might approach rallying the organization together to reach those common goals. While it is important to be wary of your company’s leadership infrastructure and how they may react to such suggestions, Stein encourages aspiring leaders to remember that, “transformational leaders don’t wait for change to happen—they create it.”

Still looking to gather more leadership skills to implement positive change in your organization? Consider enrolling in a Master’s of Leadership program like Northeastern’s.

 

 

About Ashley DiFranza

Ashley DiFranza is a marketing content producer at Northeastern University. She has been working in the marketing sector for over 5 years and has experience writing B2B and B2C long-form content for a variety of publications and audiences, as well as short-form social media content for an array of unique brands. Some past organizations Ashley has worked with include Captivate Network, OnStage Blog, PartnerSolve LLC, VinCompass, and many more.

20/12/2020, 14:31 - Raman Bharadwaj: The Four Elements of Transformational Leadership

 

The modern idea of Transformational Leadership is based around 4 elements described by Bernard A. Bass in 1985: Idealised Influence, Intellectual Stimulation, Individualised Consideration and Inspirational Motivation. 

 

 

 

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Four I's of Transformational Leadership

 

Posted on May 2, 2019

 

Updated on September 3, 2020

 

Created By:

 



 

Seán Lea

 

The Four Elements of Transformational Leadership

 

The modern idea of Transformational Leadership is based around 4 elements described by Bernard A. Bass in 1985: Idealised Influence, Intellectual Stimulation, Individualised Consideration and Inspirational Motivation. 

 

What is Transformational Leadership?

 

Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. MacGregor had studied various political leaders, including both Franklin D. Roosevelt and John F. Kennedy, and it is during this period he developed his theories, including Transformational and Transactional Leadership.

 

It is a style which is utilised by leaders possessing specific traits, who look to work alongside their team members to identify change and develop the next action steps. 

 

But most importantly, they transform others - developing and empowering their individual followers to become leaders in and of themselves. 

 

Transformational Leadership was utilised by notable historical figures such as Mahatma Gandhi and Nelson Mandela and is thus also often associated with the Servant Leadership philosophy. It is also particularly used in Change Management and Strategic Planning to develop and deliver a specific vision for the team or the organisation, or to change the culture of the company. 

 

What is Transformational Leadership?

 

Transformational Leadership is a style which involves working alongside team members in order to identify the need for change, create an inspiring and motivational vision, and to execute necessary steps required for change in tandem with team members.

Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. Burns had studied various political leaders, including both Franklin D. Roosevelt and John F. Kennedy, and it is during this period he developed his leadership theories, including Transformational and Transactional Leadership.

 

It is a style which is utilised by leaders possessing specific traits, who look to work alongside their team members to identify change and develop the next action steps. 

 

But most importantly, they transform others - developing and empowering their individual followers to become leaders in and of themselves. 

 

Transformational Leadership was utilised by notable historical figures such as Mahatma Gandhi and Nelson Mandela and is thus also often associated with the Servant Leadership philosophy. 

It is also particularly used in Change Management and Strategic Planning to develop and deliver a specific vision for the team or the organisation, or to change the culture of the company. 

 

Traits of a Transformational Leader

 

These types of leaders are often referred to as role models and mentors due to the empowering position they hold in creating a diverse environment, open to ideas and innovations. Their followers hold a level of trust in them, and they are quick to recognise the achievements of others to build confidence. Though they are open to new concepts and ideas, they encourage a culture of thinking which matches thoughts with the goals, values and beliefs of the organisation.

According to Bernard M. Bass in his 1985 book Leadership and Performance Beyond Expectations, transformational leaders:

 

Act with integrity and fairness

 

Set clear goals for individuals and the team

 

Encourage others

 

Provide individual support and recognition

 

Raise the morale and motivation of others

 

Steers individuals away from their self-interest and towards selflessness

 

Inspire others to strive for the improbable

 

Though these are important traits and actions of a transformational leader, there is a simple pathway by which everyone can integrate the style into their leadership, or change management techniques.

 

How to Become a Transformational Leader

 

As mentioned, Transformational Leadership is often associated with the Servant Leadership philosophy. This is because they both involve working closely alongside members of the team, inspiring and motivating them, and using others to help identify the need for change, creating a specific vision to drive change, and execute it as a cohesive team. 

Like all leadership styles, one of the key aims is to drive motivation amongst team members. Transformational Leadership does this by operating a number of mechanisms, including:

 

Connecting the follower's sense of identity to that of the task and the organisation as a whole

 

Acting as a role model and setting the standards for the project, allowing followers greater independence and responsibility for tasks, and assigning tasks which are suited to specific followers' strengths and weaknesses. 

 

We have broken down MacGregor and Bass' thoughts into 5 simple steps to follow when you are trying to become a transformational leader. These are outlined below.

 

1. Identify the Strengths and Weaknesses of Team Members

 

Alike Hersey and Blanchard's Situational Leadership, or Tannenbaum and Schmidt's Behavioural Continuum, it is crucial to this style that you are fully understanding of the strengths and weaknesses of each and every individual team member. 

 

It is often the case that this is only something which can be developed over time, and as the relationship between you and your team members develops, but it is important to be proactive and openly get to know everyone who you are responsible for. 

 

Tasks and visions can only be correctly implemented if individual team members are operating in roles which are suited to their experience and capabilities, and this will also allow them to remain motivated and to develop a sense of trust.

 

2. Develop an Inspiring and Motivational Vision for the Future 

 

It is important you involve your team, and together you should develop a vision for the future which instils a sense of optimism and motivates all members of the team. 

 

This vision should integrate the culture of the team and organisation, and the values that you wish to pride yourself on. 

 

This will always be dependent on the resources and individuals you have available so it is crucial that you are fully understanding of the team and organisation.

 

3. Motivate each Individual and get them to Buy into the Vision

 

When developing the vision for the future, you should consider the values and beliefs of your team members; including what they see for their personal future and the future of the organisation. 

 

 

 

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Transformational Leadership

 

Posted on May 2, 2019

 

Updated on September 3, 2020

 

Created By:

 



 

Seán Lea

 

What is Transformational Leadership?

 

Transformational Leadership is a style which involves working alongside team members in order to identify the need for change, create an inspiring and motivational vision, and to execute necessary steps required for change in tandem with team members.

Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. Burns had studied various political leaders, including both Franklin D. Roosevelt and John F. Kennedy, and it is during this period he developed his leadership theories, including Transformational and Transactional Leadership.

 

It is a style which is utilised by leaders possessing specific traits, who look to work alongside their team members to identify change and develop the next action steps. 

 

But most importantly, they transform others - developing and empowering their individual followers to become leaders in and of themselves. 

 

Transformational Leadership was utilised by notable historical figures such as Mahatma Gandhi and Nelson Mandela and is thus also often associated with the Servant Leadership philosophy. 

It is also particularly used in Change Management and Strategic Planning to develop and deliver a specific vision for the team or the organisation, or to change the culture of the company. 

 

Traits of a Transformational Leader

 

These types of leaders are often referred to as role models and mentors due to the empowering position they hold in creating a diverse environment, open to ideas and innovations. Their followers hold a level of trust in them, and they are quick to recognise the achievements of others to build confidence. Though they are open to new concepts and ideas, they encourage a culture of thinking which matches thoughts with the goals, values and beliefs of the organisation.

According to Bernard M. Bass in his 1985 book Leadership and Performance Beyond Expectations, transformational leaders:

 

Act with integrity and fairness

 

Set clear goals for individuals and the team

 

Encourage others

 

Provide individual support and recognition

 

Raise the morale and motivation of others

 

Steers individuals away from their self-interest and towards selflessness

 

Inspire others to strive for the improbable

 

Though these are important traits and actions of a transformational leader, there is a simple pathway by which everyone can integrate the style into their leadership, or change management techniques.

 

How to Become a Transformational Leader

 

As mentioned, Transformational Leadership is often associated with the Servant Leadership philosophy. This is because they both involve working closely alongside members of the team, inspiring and motivating them, and using others to help identify the need for change, creating a specific vision to drive change, and execute it as a cohesive team. 

Like all leadership styles, one of the key aims is to drive motivation amongst team members. Transformational Leadership does this by operating a number of mechanisms, including:

 

Connecting the follower's sense of identity to that of the task and the organisation as a whole

 

Acting as a role model and setting the standards for the project, allowing followers greater independence and responsibility for tasks, and assigning tasks which are suited to specific followers' strengths and weaknesses. 

 

We have broken down MacGregor and Bass' thoughts into 5 simple steps to follow when you are trying to become a transformational leader. These are outlined below.

 

1. Identify the Strengths and Weaknesses of Team Members

 

Alike Hersey and Blanchard's Situational Leadership, or Tannenbaum and Schmidt's Behavioural Continuum, it is crucial to this style that you are fully understanding of the strengths and weaknesses of each and every individual team member. 

 

It is often the case that this is only something which can be developed over time, and as the relationship between you and your team members develops, but it is important to be proactive and openly get to know everyone who you are responsible for. 

 

Tasks and visions can only be correctly implemented if individual team members are operating in roles which are suited to their experience and capabilities, and this will also allow them to remain motivated and to develop a sense of trust.

 

2. Develop an Inspiring and Motivational Vision for the Future 

 

It is important you involve your team, and together you should develop a vision for the future which instils a sense of optimism and motivates all members of the team. 

 

This vision should integrate the culture of the team and organisation, and the values that you wish to pride yourself on. 

 

This will always be dependent on the resources and individuals you have available so it is crucial that you are fully understanding of the team and organisation.

 

3. Motivate each Individual and get them to Buy into the Vision

 

When developing the vision for the future, you should consider the values and beliefs of your team members; including what they see for their personal future and the future of the organisation. 

 

For this stage, you can utilise business storytelling as a way to make it clear what your vision is, and how it is going to help the organisation and its consumers, as well as the team themselves. 

 

It is important that you understand the various motivational models and techniques in order to encourage employee buy-in. 

 

4. Manage and Involve Yourself in the Delivery of the Vision

 

It is important for a transformational leader that they involve and integrate themselves in the delivery of the vision. 

 

Transformational leaders will be able to combine appropriate project management techniques with superb change management skills to ensure successful delivery. 

 

Roles will be communicated well and in accordance with all of the strengths and weaknesses of team members. Any individuals who require support will be offered help with their progress throughout the process. 

 

When allocating roles, make sure it is clear how these fit in with the plans, and with the overall organisational objectives - everyone needs to buy into their position within the team. 

 

Any individual goals set should be set using a carefully thought-out model such as SMART (Specific, Measurable, Accurate, Realistic, Timely). 

 

It is important that you remain focussed and motivational during the entire process - it is easy for effort levels to drop off. Always ensure that your presence is felt, and you are open to questions, discussion or offering help to those who need it.

 

5. Continue to Develop Stronger Relationships with Your Team Members

 

A leader is only as strong as their team. It is crucial that any leader looks to develop and retain the trust and attention of all individuals amongst them. 

 

Leadership is a long term process: it requires constant attention to facilitate the continual development of yourself, your team, and the relationship between the two. 

 

Construct regular meetings to get a grasp of individual developmental needs, and how they are finding any ongoing tasks or projects. Ask what they would like to achieve over the next year or years, and try to figure out how you can help them to achieve it. 

 

Perhaps look to offer coaching sessions if that is something that would help them to improve personally or professionally. 

 

However, most important is, to be honest with everyone. Nothing develops trust more quickly and effectively than honesty.

 

4 I's of Transformational Leadership

 

In Bass' interpretation, he identified four separate elements that make up a Transformational Leader, which became known as the 4 I's. You can read about these in more detail here. They are:

 

Idealised Influence

 

Intellectual Stimulation

 

Inspirational Motivation

 

Individualised Consideration

 

These 4 elements, in Bass' view, were crucial if a leader wished to inspire, nurture and develop their followers. They would use these to create an open, communicative and diverse culture, allowing followers to freely share ideas and therefore to empower them on an individual level. 

 

 Create new Account

 

Transformational Leadership

 

Posted on May 2, 2019

 

Updated on September 3, 2020

 

Created By:

 



 

Seán Lea

 

What is Transformational Leadership?

 

Transformational Leadership is a style which involves working alongside team members in order to identify the need for change, create an inspiring and motivational vision, and to execute necessary steps required for change in tandem with team members.

Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. Burns had studied various political leaders, including both Franklin D. Roosevelt and John F. Kennedy, and it is during this period he developed his leadership theories, including Transformational and Transactional Leadership.

 

It is a style which is utilised by leaders possessing specific traits, who look to work alongside their team members to identify change and develop the next action steps. 

 

But most importantly, they transform others - developing and empowering their individual followers to become leaders in and of themselves. 

 

Transformational Leadership was utilised by notable historical figures such as Mahatma Gandhi and Nelson Mandela and is thus also often associated with the Servant Leadership philosophy. 

It is also particularly used in Change Management and Strategic Planning to develop and deliver a specific vision for the team or the organisation, or to change the culture of the company. 

 

Traits of a Transformational Leader

 

These types of leaders are often referred to as role models and mentors due to the empowering position they hold in creating a diverse environment, open to ideas and innovations. Their followers hold a level of trust in them, and they are quick to recognise the achievements of others to build confidence. Though they are open to new concepts and ideas, they encourage a culture of thinking which matches thoughts with the goals, values and beliefs of the organisation.

According to Bernard M. Bass in his 1985 book Leadership and Performance Beyond Expectations, transformational leaders:

 

Act with integrity and fairness

 

Set clear goals for individuals and the team

 

Encourage others

 

Provide individual support and recognition

 

Raise the morale and motivation of others

 

Steers individuals away from their self-interest and towards selflessness

 

Inspire others to strive for the improbable

 

Though these are important traits and actions of a transformational leader, there is a simple pathway by which everyone can integrate the style into their leadership, or change management techniques.

 

How to Become a Transformational Leader

 

As mentioned, Transformational Leadership is often associated with the Servant Leadership philosophy. This is because they both involve working closely alongside members of the team, inspiring and motivating them, and using others to help identify the need for change, creating a specific vision to drive change, and execute it as a cohesive team. 

Like all leadership styles, one of the key aims is to drive motivation amongst team members. Transformational Leadership does this by operating a number of mechanisms, including:

 

Connecting the follower's sense of identity to that of the task and the organisation as a whole

 

Acting as a role model and setting the standards for the project, allowing followers greater independence and responsibility for tasks, and assigning tasks which are suited to specific followers' strengths and weaknesses. 

 

We have broken down MacGregor and Bass' thoughts into 5 simple steps to follow when you are trying to become a transformational leader. These are outlined below.

 

1. Identify the Strengths and Weaknesses of Team Members

 

Alike Hersey and Blanchard's Situational Leadership, or Tannenbaum and Schmidt's Behavioural Continuum, it is crucial to this style that you are fully understanding of the strengths and weaknesses of each and every individual team member. 

 

It is often the case that this is only something which can be developed over time, and as the relationship between you and your team members develops, but it is important to be proactive and openly get to know everyone who you are responsible for. 

 

Tasks and visions can only be correctly implemented if individual team members are operating in roles which are suited to their experience and capabilities, and this will also allow them to remain motivated and to develop a sense of trust.

 

2. Develop an Inspiring and Motivational Vision for the Future 

 

It is important you involve your team, and together you should develop a vision for the future which instils a sense of optimism and motivates all members of the team. 

 

This vision should integrate the culture of the team and organisation, and the values that you wish to pride yourself on. 

 

This will always be dependent on the resources and individuals you have available so it is crucial that you are fully understanding of the team and organisation.

 

3. Motivate each Individual and get them to Buy into the Vision

 

When developing the vision for the future, you should consider the values and beliefs of your team members; including what they see for their personal future and the future of the organisation. 

 

For this stage, you can utilise business storytelling as a way to make it clear what your vision is, and how it is going to help the organisation and its consumers, as well as the team themselves. 

 

It is important that you understand the various motivational models and techniques in order to encourage employee buy-in. 

 

4. Manage and Involve Yourself in the Delivery of the Vision

 

It is important for a transformational leader that they involve and integrate themselves in the delivery of the vision. 

 

Transformational leaders will be able to combine appropriate project management techniques with superb change management skills to ensure successful delivery. 

 

Roles will be communicated well and in accordance with all of the strengths and weaknesses of team members. Any individuals who require support will be offered help with their progress throughout the process. 

 

When allocating roles, make sure it is clear how these fit in with the plans, and with the overall organisational objectives - everyone needs to buy into their position within the team. 

 

Any individual goals set should be set using a carefully thought-out model such as SMART (Specific, Measurable, Accurate, Realistic, Timely). 

 

It is important that you remain focussed and motivational during the entire process - it is easy for effort levels to drop off. Always ensure that your presence is felt, and you are open to questions, discussion or offering help to those who need it.

 

5. Continue to Develop Stronger Relationships with Your Team Members

 

A leader is only as strong as their team. It is crucial that any leader looks to develop and retain the trust and attention of all individuals amongst them. 

 

Leadership is a long term process: it requires constant attention to facilitate the continual development of yourself, your team, and the relationship between the two. 

 

Construct regular meetings to get a grasp of individual developmental needs, and how they are finding any ongoing tasks or projects. Ask what they would like to achieve over the next year or years, and try to figure out how you can help them to achieve it. 

 

Perhaps look to offer coaching sessions if that is something that would help them to improve personally or professionally. 

 

However, most important is, to be honest with everyone. Nothing develops trust more quickly and effectively than honesty.

 

4 I's of Transformational Leadership

 

In Bass' interpretation, he identified four separate elements that make up a Transformational Leader, which became known as the 4 I's. You can read about these in more detail here. They are:

 

Idealised Influence

 

Intellectual Stimulation

 

Inspirational Motivation

 

Individualised Consideration

 

These 4 elements, in Bass' view, were crucial if a leader wished to inspire, nurture and develop their followers. They would use these to create an open, communicative and diverse culture, allowing followers to freely share ideas and therefore to empower them on an individual level. 

Transformational leaders are often described as mentors and role models as they lead by example, encouraging an environment where innovative thinking is aligned with the values, beliefs and objectives of the organisation, and individuals are openly recognised for their contributions, and for going above-and-beyond the norm expected of them.

 

Summary

 

As you should now understand, Transformational Leadership is an important style for driving change within an organisation or group. Though it favours individuals of specific personality traits or experiences, it can be utilised by anyone who understands when and how. 

Key action points to becoming a Transformational Leader:

 

Identify strengths and weaknesses

 

Develop an inspiring vision for the future

 

Motivate everyone to buy into the vision

 

Manage and involve yourself in delivery

 

Reinforce your relationships with the team

 

The Four Elements of Transformational Leadership

 

The modern idea of Transformational Leadership is based around 4 elements described by Bernard A. Bass in 1985: Idealised Influence, Intellectual Stimulation, Individualised Consideration and Inspirational Motivation. 

 

What is Transformational Leadership?

 

Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. MacGregor had studied various political leaders, including both Franklin D. Roosevelt and John F. Kennedy, and it is during this period he developed his theories, including Transformational and Transactional Leadership.

 

It is a style which is utilised by leaders possessing specific traits, who look to work alongside their team members to identify change and develop the next action steps. 

 

But most importantly, they transform others - developing and empowering their individual followers to become leaders in and of themselves. 

 

Transformational Leadership was utilised by notable historical figures such as Mahatma Gandhi and Nelson Mandela and is thus also often associated with the Servant Leadership philosophy. It is also particularly used in Change Management and Strategic Planning to develop and deliver a specific vision for the team or the organisation, or to change the culture of the company. 

More information on Transformational Leadership can be found here. 

 

The Four I's

 

In Bass' interpretation, he identified four separate elements that make up a Transformational Leader, which became known as the 4 I's. These were:

 

Idealised Influence (II)

 

Intellectual Stimulation (IS)

 

Inspirational Motivation (IM)

 

Individualised Consideration (IC)

 

These 4 elements, in Bass' view, were crucial if a leader wished to inspire, nurture and develop their followers. 

 

These would be used to create an open, communicative and diverse culture, allowing followers to freely share ideas and therefore to empower them on an individual level. 

 

Transformational leaders are often described as mentors and role models as they lead by example, encouraging an environment where innovative thinking is aligned with the values, beliefs and objectives of the organisation, and individuals are openly recognised for their contributions, and for going above-and-beyond the norm expected of them.

 

1. Idealised Influence (II)

 

This refers to the way in which Transformational Leaders exert their influence within a group. 

 

These leaders are deeply respected by their team due to the example that they set for others. 

 

Behind this, they provide a clear vision and a sense of belonging which encourages individuals to buy into the long-term objectives of the organisation, and drives them to achieve their own goals. 

 

Therefore, these individuals act as powerful role models, and their followers copy or imitate them as they wish to become a leader based around the example set.

 

2. Intellectual Stimulation (IS)

 

Transformational Leaders create a diverse and open environment, within which they encourage others to innovate and to form new ideas for the organisation and themselves. 

 

They seek other paths to goals which stray from the norm and openly push others to challenge their own beliefs and values, as well as those of the company. 

 

This is why this style of leadership can play such an influential role in Change and Strategic Planning.

 

3. Inspirational Motivation (IM)

 

Transformational Leaders play an important role in improving performance, by working to raise through team morale through motivational techniques and acting as inspiration for their followers. 

 

They are happy to communicate their high expectations to individual followers and motivate them on a singular level to gain their commitment to a shared organisational or team belief. 

 

When the individual is committed to organisational goals, it intrinsically encourages them to work harder to reach these objectives.

 

When combined with the Individual Influence that Transformational Leaders exert, Inspirational Motivation helps make up these leaders' charisma.

 

4. Individualised Consideration (IC)

 

 

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Four I's of Transformational Leadership

 

Posted on May 2, 2019

 

Updated on September 3, 2020

 

Created By:

 



 

Seán Lea

 

The Four Elements of Transformational Leadership

 

The modern idea of Transformational Leadership is based around 4 elements described by Bernard A. Bass in 1985: Idealised Influence, Intellectual Stimulation, Individualised Consideration and Inspirational Motivation. 

 

What is Transformational Leadership?

 

Transformational Leadership is a style first described by American historian and political scientist James MacGregor Burns in his 1978 book Leadership and expanded on during the 1980s by fellow scholar Bernard M. Bass. MacGregor had studied various political leaders, including both Franklin D. Roosevelt and John F. Kennedy, and it is during this period he developed his theories, including Transformational and Transactional Leadership.

 

It is a style which is utilised by leaders possessing specific traits, who look to work alongside their team members to identify change and develop the next action steps. 

 

But most importantly, they transform others - developing and empowering their individual followers to become leaders in and of themselves. 

 

Transformational Leadership was utilised by notable historical figures such as Mahatma Gandhi and Nelson Mandela and is thus also often associated with the Servant Leadership philosophy. It is also particularly used in Change Management and Strategic Planning to develop and deliver a specific vision for the team or the organisation, or to change the culture of the company. 

More information on Transformational Leadership can be found here. 

 

The Four I's

 

In Bass' interpretation, he identified four separate elements that make up a Transformational Leader, which became known as the 4 I's. These were:

 

Idealised Influence (II)

 

Intellectual Stimulation (IS)

 

Inspirational Motivation (IM)

 

Individualised Consideration (IC)

 

These 4 elements, in Bass' view, were crucial if a leader wished to inspire, nurture and develop their followers. 

 

These would be used to create an open, communicative and diverse culture, allowing followers to freely share ideas and therefore to empower them on an individual level. 

 

Transformational leaders are often described as mentors and role models as they lead by example, encouraging an environment where innovative thinking is aligned with the values, beliefs and objectives of the organisation, and individuals are openly recognised for their contributions, and for going above-and-beyond the norm expected of them.

 



 

1. Idealised Influence (II)

 

This refers to the way in which Transformational Leaders exert their influence within a group. 

 

These leaders are deeply respected by their team due to the example that they set for others. 

 

Behind this, they provide a clear vision and a sense of belonging which encourages individuals to buy into the long-term objectives of the organisation, and drives them to achieve their own goals. 

 

Therefore, these individuals act as powerful role models, and their followers copy or imitate them as they wish to become a leader based around the example set.

 

2. Intellectual Stimulation (IS)

 

Transformational Leaders create a diverse and open environment, within which they encourage others to innovate and to form new ideas for the organisation and themselves. 

 

They seek other paths to goals which stray from the norm and openly push others to challenge their own beliefs and values, as well as those of the company. 

 

This is why this style of leadership can play such an influential role in Change and Strategic Planning.

 

3. Inspirational Motivation (IM)

 

Transformational Leaders play an important role in improving performance, by working to raise through team morale through motivational techniques and acting as inspiration for their followers. 

 

They are happy to communicate their high expectations to individual followers and motivate them on a singular level to gain their commitment to a shared organisational or team belief. 

 

When the individual is committed to organisational goals, it intrinsically encourages them to work harder to reach these objectives.

 

When combined with the Individual Influence that Transformational Leaders exert, Inspirational Motivation helps make up these leaders' charisma.

 

4. Individualised Consideration (IC)

 

Transformational Leaders actively work to create a diverse environment and supportive environment, where individual differences are respected and celebrated. 

 

They will know each of their followers individually, and will happily listen to any concerns or needs that their team members may have.

 

They will act as mentors and coaches for team members, working to develop, empower and inspire them to achieve more and to be more. 

 

This individual effort is key to achieving the best results and creating future leaders.

 

Becoming a Transformational Leader

 

You should now have a good understanding of the behaviours and attributes that Bass considers all true Transformational Leaders to possess. 

Becoming one is not an overnight phenomenon - individuals have to work to become a leader of high inspiration, and it may be suited to some personalities over others - but here are some steps which one can take to drive themselves towards the next level of leadership:

 

Identify individual strengths and weaknesses

 

Develop an inspiring vision for the future

 

Motivate everyone to buy into the vision

 

Manage and involve yourself in delivery

 

Reinforce your relationships with the team: trust, loyalty

21/12/2020, 00:46 - Raman Bharadwaj: EI and 12 Elements

 

These 12 elements are:

 

Emotional Self-Awareness,

 

Emotional Self-Control,

 

Adaptability,

 

Achievement Orientation,

 

Positive Outlook,

 

Empathy,

 

Organizational Awareness,

 

Influence,

 

Coach and Mentor,

 

Conflict Management,

 

Teamwork, and

 

Inspirational Management.

21/12/2020, 12:27 - Raman Bharadwaj: 

 

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Managing Organizations

 

Turning Potential into Success: The Missing Link in Leadership Development

 

by 

 

Claudio Fernández-Aráoz,

 

 

 

Andrew Roscoe,

 

 and 

 

Kentaro Aramaki

 

From the Magazine (November–December 2017)

 



 

VALDUM/DREAMSTIME 

 

Summary.   

Most leadership development programs aren’t working. Only 24% of senior executives at firms that have them consider them to be a success.

Companies must take a more scientific approach to turning their raw talent into leaders, say three authors from Egon Zehnder, which has been measuring executive potential for 30 years. Begin by identifying which of seven key leadership competencies (results orientation, strategic orientation, collaboration and influence, team leadership, developing organizational capabilities, change leadership, and market understanding) are critical to your top roles. Next, assess employees’ potential by looking at five predictors of strong competencies (motivation, curiosity, insight, engagement, and determination) and then map people’s potential to role requirements to see how far they can go. Last, to help them get there, provide the right coaching and development opportunities.

 

Organizations around the world are failing on one key metric of success: leadership development. According to research from the Corporate Executive Board (CEB), 66% of companies invest in programs that aim to identify high-potential employees and help them advance, but only 24% of senior executives at those firms consider the programs to be a success. A mere 13% have confidence in the rising leaders at their firms, down from an already-low 17% just three years ago. And at the world’s largest corporations—which each employ thousands of executives—a full 30% of new CEOs are hired from the outside.

The problem isn’t a lack of internal talent. At Egon Zehnder we’ve been measuring executive potential for more than 30 years, and we’ve identified the predictors that correlate strongly with competence at the top. The first is the right motivation. This generally means a fierce commitment to excel in the pursuit of big, collective goals but, to a great extent, is contextual. For example, the leaders of a large charity and of an investment bank will need different kinds of motivation. This predictor can’t easily be rated or compared meaningfully across individuals. However, the other predictors—curiosity, insight, engagement, and determination—can be measured and compared. And when we look at how managers in our global database (who come from thousands of companies in all sectors and are mostly in the top three levels of the hierarchy) score on those four key hallmarks, we find that 72% of them demonstrate the potential to grow into C-suite roles. In addition, 9% have what it takes to become competent CEOs.

Unfortunately, many organizations haven’t figured out how to fully develop their prospective leaders. That limits these people’s advancement and eventually their engagement and, ultimately, leads to turnover. Recent research from Gallup shows that 51% of U.S. managers feel disconnected from their jobs and companies, while 55% are looking for outside opportunities. And the problem cascades down: According to two comprehensive studies from Indeed.com, the most popular U.S. job-search website, 71% of employees are either actively hunting for or open to a new job, while 58% review postings at least monthly. The average rate of employee turnover (of which about three-quarters is voluntary) has been growing steadily for the past six years. In 2016 it hit a new high of 20.3% in the United States, and it’s much higher in the most attractive sectors. The stats in other countries are comparable.

Low engagement and high turnover are extremely costly for organizations, especially if the people jumping ship are high potentials in whom much has already been invested. How can companies prevent this massive waste of talent and create more-effective development programs?

 

First, by determining the most important competencies for leadership roles at their organizations. In our leadership advisory services at Egon Zehnder, we’ve identified seven that we believe are crucial for most executive positions at large companies: results orientation, strategic orientation, collaboration and influence, team leadership, developing organizational capabilities, change leadership, and market understanding. In addition, many leading companies are finding that an eighth—inclusiveness—is essential to executive performance.

 

Second, by rigorously assessing the potential of aspiring managers: checking their motivational fit and carefully rating them on the four key hallmarks—curiosity, insight, engagement, and determination. (See the June 2014 HBR article “21st-Century Talent Spotting” for a primer on this.)

 

Third, by creating a growth map showing how a person’s strengths in each of the hallmarks aligns with the competencies required in various roles.

 

Fourth, by giving high potentials the right development opportunities—including job rotations and promotions they might not seem completely qualified for but that fit their growth maps—as well as targeted coaching and support.

 

Companies like Japan Tobacco and Prudential PLC, the British multinational life insurance and financial services group, have used this approach to enhance their talent development programs and boost their internal leadership pipelines. Following it requires deep commitment from senior executives and some investment in the human resources function. But the cost of inaction is greater: As competition for smart and able managers heats up around the world, organizations can’t keep ignoring and demoralizing internal talent while filling their C-suites with expensive external hires. They must learn to grow their own leaders.

 

Getting a Read on Needs and Skills

 

Before an organization can begin mapping managers’ potential to required competencies, it must determine what exactly it needs. That will vary from business to business. A company recently acquired by a private equity firm would probably want to make results orientation a priority, while the management of an old-fashioned bank trying to stay relevant in a digital age might need keen market understanding and a strategic orientation.

Requirements will vary from role to role within firms as well. Let’s consider the competencies that the board of one pharmaceutical company we worked with projected that its CEO, CFO (who was also the chief strategy officer), and business unit heads would need three years down the road, given its midterm strategy. Like all chief executives, the CEO had to have strong strategic and results orientations. But this particular company was trying to adapt to the digital era and to become more diverse in its people and more flexible in its way of working, so the board also highlighted inclusiveness and team and change leadership as priorities. For the CFO—who would be tasked with overseeing the implementation of the new strategies—collaboration and influence, change leadership, and strategic orientation were deemed must-haves. And for the unit heads, who would be on the front lines of strategic and cultural change and also responsible for hitting demanding budgets, the key competencies were results orientation, developing organizational capabilities, team leadership, and inclusiveness.

Your organization should similarly aim to identify the competencies that are most crucial for its top roles in light of its own challenges and goals. We suggest rating the level of proficiency needed in each competency for each role on a scale from 1 to 7. (For a more detailed explanation of how to translate skill levels into numerical scores, see the exhibit “Levels of Competence.”) C-level positions typically require a rating of at least 4 in the competencies critical for those roles, and CEO positions, a rating of at least 5.

 

Levels of Competence

 

We evaluate executives on their mastery of eight leadership competencies (listed in the far left column), assessing where they fall on a spectrum from 1 (baseline) to 7 (extraordinary). We have found that four traits—curiosity, insight, engagement, and determination—predict how far managers will progress. Below each competency are the traits linked to strength in it.

 



 

You should cascade this process down through the ranks so that you have a clearer idea of the key skills needed to do lower-tier managerial jobs, too. With all positions, however, you must resist the temptation to demand high levels of all competencies, because you’ll never find leaders who are perfect. In a study of more than 5,000 executives at 47 companies we conducted with McKinsey, we found that only 1% had an average proficiency score of 6 or better, and just 11% had an average score of 5. So even for the most senior positions, you should seek above-par scores in most competencies and stand-out scores in just two or three.

The next step is to comprehensively assess future leaders’ current competencies and their potential for growth. You can do this through a deep review of their work experience; direct questioning; and conversations with their bosses, peers, and direct reports. To get the best information out of people and their colleagues, pose open-ended questions and probe. For instance, to get a read on how much determination managers have, ask about a time something went badly for them and how they responded. To assess their competence at developing organizational capabilities, press for details about the people they’ve mentored. You should score each person on each hallmark of potential; at Egon Zehnder we use a scale of 1 (emerging) to 4 (extraordinary) for this. You should also score each person on his or her current level of each core competency (using the 1-to-7 scale), creating a snapshot of where he or she stands.

 

Resist the temptation to demand high levels in all competencies.

 

With this information, you can now take the critical third step: predicting where each executive is likely to succeed. Having compared our 30 years’ worth of executives’ baseline scores with information about their eventual career growth, we can tell you that there are patterns in how individual hallmarks translate to the eventual mastery of leadership competencies. Curiosity is significantly correlated with all eight, so strong scores in it are a prerequisite for anyone being considered for development and promotion. However, the three other hallmarks are each correlated with different competencies and can therefore help us project how leaders will develop. For example, and perhaps not surprisingly, insight is a good predictor of the ability to develop a strategic orientation and market understanding. On a more granular level, we estimate that someone with a score of at least 3 (out of 4) on that hallmark (and on curiosity) should be able to achieve, with the right support, a level 5 competency (out of 7) in strategic orientation. We’ve also found that people with high determination scores can build the strongest results orientation and change leadership competencies, while those with high engagement scores are likely to be strongest in team leadership, collaboration and influence, and developing organizational capabilities.

Armed with assessments of your emerging leaders’ current competencies and potential for growth in each area, you will be in a much better position to make development and succession plans throughout your organization. And that will help you ensure that you have a strong pipeline of people to fill C-suite roles in the future.

The experiences of a major global manufacturer we advised illustrate how this works. The company’s CEO was due to retire in a year, and the board was trying to decide who should replace him. When we appraised two internal candidates, X and Y, we found that they had comparable strengths but very different profiles. At the time X, a veteran operator in the company’s core business, had a higher level of two competencies critical to the CEO job—results orientation and market understanding. But his lower scores on determination, insight, and curiosity revealed that his potential for growth was more limited. Y, who had come up through the ranks in an emerging business, was by contrast slightly weaker on current competencies but, with strong scores on all the hallmarks, showed significantly more potential to perform well as a CEO.

 

Comparing Two Candidates

 

When X and Y are evaluated on their current levels of the competencies needed for the CEO position at a global manufacturer, X looks like the better candidate. He is closer to the company’s targets for the role.

But when potential is measured, Y begins to shine. His assessment indicates that he could develop his skills beyond X’s.

 



 

When the board reviewed these findings, a heated discussion ensued. One senior director argued adamantly for the appointment of X, who had slightly stronger competencies and had deep exposure to the core business. Another director strongly favored Y because of his higher potential. A third director favored an external search given the need for a fully qualified, competitive CEO in just one year. Eventually, the group landed on a creative solution: Ask the current chief executive to stay an extra year, during which he and the board could offer customized development programs to both internal candidates and then monitor their growth.

This is the fourth key step in turning high potentials—at all levels—into leaders: Give them the opportunities, coaching, and support they need to close the gap between their potential and their current competencies. For example, a highly curious, insightful person might be assigned to strategic-planning and innovation projects. Highly determined people should be involved in business-unit turnarounds and cultural-change efforts. Employees with high levels of engagement should be asked to manage small teams and work with key clients.

Well-planned job rotations are also crucial. A survey of 823 highly successful senior executives conducted by Egon Zehnder revealed that the vast majority of them consider stretch assignments and job rotations to be the most important way to accelerate a career. Yet according to a yearly survey of 500 companies by HBS professor Boris Groysberg, these talent practices are actually ones that organizations are the worst at.

 

The most effective rotations are tailored to individuals’ development needs. To strengthen results orientation, for instance, you should move managers through jobs where they’ll have P&L responsibility, oversee a start-up initiative, or help implement a restructuring. If the goal is to strengthen someone’s inclusiveness competency, rotations through regional businesses and corporatewide functions are a good approach. (For more on how to use assignments to build specific competencies, see the exhibit “Matching the Hi-Po to the Job.”)

 

Matching the Hi-Po to the Job

 

Specific kinds of stretch assignments help executives build individual leadership competencies. To strengthen their results orientation, for instance, you can put them in jobs where they’ll manage a P&L, run a start-up, or oversee a restructuring.

Leading a large organizationManaging a P&LLeading multiple regions or businessesManaging a corporate-wide functionRunning a start-up operationOverseeing a restructuringResults orientation•••Strategic orientation••Collaboration and influence••Team leadership•••Developing organizational capabilities••Change leadership••Market understanding•••Inclusiveness••Source EGON ZEHNDER

 

To help your high potentials build their strengths and make the most of opportunities, you can provide individual coaching and group interventions (which might, say, help their teams create a better sense of identity and purpose). At the global manufacturer that was preparing to replace its CEO, candidate X was given coaching to help him build people-related competencies, while candidate Y was tasked with leading P&L improvements in multiple regions to increase his market understanding and his inclusiveness, which were significantly below the level the firm thought a “fully qualified” CEO should have. A year later the executives were assessed again, and while both had improved, Y’s growth well outpaced that of X, to the point where their competencies were nearly equal. The board decided to offer the CEO job to Y, who went on to successfully implement major change programs and growth initiatives, including mergers and acquisitions. He quadrupled the company’s operating income while increasing return on equity from 3% to 11%.

 

An example of how targeted development works at lower levels comes from an Asia-based global manufacturer, whose CEO was concerned about the slow progress of a diversity initiative. One of its goals was to propel women up the ranks, but none had so far been identified as high potentials by their bosses. The CEO decided to launch a pilot program that involved assessing 10 female managers selected by the head of HR for both potential and competence. The results were striking: The assessments showed that most of them had the attributes necessary to succeed in senior executive roles down the road.

Z, a 30-something corporate planning officer, was one of the women selected. Because of her strong curiosity and engagement, her average potential competency was a high 4.7, but her average current competency score was a low 2.6. And in a couple of areas—strategic orientation and the development of organizational capabilities—she fell well under the target levels for her next possible role and far short of those needed for more-senior jobs.

 

Capturing the Female Advantage

 

Women are still underrepresented in the top echelons of corporations today. In an effort to learn why, we dug into our global database of ratings of executives’ potential and competence, to see how the women compared with their male counterparts. The results were telling:

On average, women’s scores trail men’s on five of the seven key competencies of leaders. While all the differences are statistically significant, they’re large in only two areas: strategic orientation and market understanding.

However, women score higher than men on three of the four hallmarks of potential—curiosity, engagement, and determination—while men have a slightly stronger level of insight. Again, the differences are statistically significant but not too large, except in the case of determination, where the female executives we’ve assessed scored much higher than their male peers.

How can we reconcile these findings? Why do women have higher potential but less competence than men? We believe it’s because women are typically not given the roles and responsibilities they need to hone critical competencies. How can you develop team leadership if you’re not given the chance to manage a team, or strengthen your strategic orientation if you never participate in any planning discussions or strategic projects?

 

However, further research showed that the company had failed to help her build those skills. She’d never been asked to manage her own team or lead strategy projects. Her bosses worried about “burdening” someone so “junior” with such big assignments, and Z herself admitted that she lacked confidence.

But the assessment results helped change those attitudes. As the person with the strongest potential scores among all her peers in her department, Z started to get—and embrace—more challenging work. The CEO soon appointed her to head up strategy at a large U.S. subsidiary and supported her by enrolling her in an executive business program and asking the chief human resources officer to serve as her mentor. Z spent a year and a half overseeing multinational projects and proved to be an excellent team builder and strategist. The CEO then asked her to return to headquarters and promoted her to head of alliance management, where she is now effectively leading a sizable group.

 

Organizations must make trade-offs between current competence and potential.

 

The stories of Z and X and Y highlight the fact that for most executive appointments, and especially successions at the top, organizations must make trade-offs between current competence and development potential. A sound estimate of how far each of your top leaders can go will allow you to do that in a less risky, more effective way.

 

Real Results in Practice

 

When companies take this approach to leadership development—focusing on potential and figuring out how to help people build the competencies they need for various roles—they see results.

Shortly after Japan Tobacco’s privatization, in 1985, the company decided to globalize and to diversify into various businesses, including food and pharmaceuticals. Because of this it needed a new class of leaders. But in Japan hiring executives from the outside has long been highly unusual. In addition, most companies still tend to favor tenure over competence or potential in promotions. Japan Tobacco decided to stick with the first tradition but abandon the second. It began to rigorously assess current leaders’ potential and accelerate their development through frequent rotations and focused training. Since then, the company’s high potentials have been “owned” by HR and “leased” to key departments under an initiative, currently labeled New Leadership Program, that is constantly tweaked with an eye toward future business scenarios. This approach to leadership development, together with sound strategic decisions, has produced impressive corporate results: After acquiring the British company Gallaher, in 2007, Japan Tobacco became the third-largest global player in the cigarette sector, and thanks to its profitable diversification across geographies and industries, it became the sixth-largest Japanese company in corporate value across all sectors.

Four years ago, Prudential PLC also decided to redesign its leadership development practices to match its global ambitions. At the time, management acknowledged that the existing talent-review process was “assessment-heavy but insight-light” and too focused on current capabilities. Senior leaders set out to revamp it by emphasizing rigorous succession planning across all divisions and regions. Though this change was led by the executive committee and board, development now cascades up rather than down and starts with conversations between HR leaders and line managers, who have been trained to spot future stars. Team managers openly discuss business imperatives, critical roles, and successors, all through the lens of potential, and unit leaders report back up to the group’s CHRO and CEO, Tim Rolfe and Mike Wells, sharing details about why people were deemed high potentials and how over time they can grow into different roles across the organization. What have the results been? In 2016, Prudential had 19 openings in its top 100 global roles, including five at the executive committee level, and all but one were filled through internal promotions. The new approach has helped the firm find great leaders even for its most quantitative and analytical businesses, such as asset management, and allowed it to put unexpected people in highly critical roles. For example, Prudential recently announced that it would move Raghu Hariharan, the director of strategy and capital market relations in the group head office, into a position as CFO of the firm’s Asia business.

More organizations should follow these models. A scientific approach to talent development—focused on spotting high potentials, understanding their capacity for growth in key competencies, and giving them the experience and support they need to succeed—will be an extraordinary source of competitive advantage in the coming decades. And it will help many more managers transform themselves into the great leaders they were always meant to be.

 

Claudio Fernández-Aráoz is an executive fellow at Harvard Business School and the author of It’s Not the How or the What but the Who (Harvard Business Review Press, 2014). For more than three decades, he worked at the global executive search firm Egon Zehnder, where he was a partner and member of its Executive Committee.  

 

Andrew Roscoe is the former leader of Egon Zehnder’s Executive Assessment and Development Practice.

 

Kentaro Aramaki is the leader of Egon Zehnder’s Executive Assessment and Development Practice in Japan.

 

Read more on Managing organizations or related topics Change management and Leadership development

 

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21/12/2020, 12:27 - Raman Bharadwaj: 

 

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Emotional Intelligence

 

A Simple Way to Stay Grounded in Stressful Moments

 

by Leah Weiss

 

November 18, 2016

 

Mindfulness should be as much a physical practice as it is a mental one. Given its name, you might think mindfulness is something you do only with your mind. In fact, lots of research, including my own, has shown that paying attention to our bodies is often an easy way into mindfulness and helps us reduce stress while it’s happening.

This may seem counterintuitive because when our mind is overwhelmed, our body is often the last thing we’re thinking about. If we notice our bodies at all in moments of stress, most likely it is as they interrupt: carpal tunnel syndrome, back pain, breast pumping, teeth-cleaning appointments, sore feet, sick days, or simply the routine hunger that forces us to stop what we’re doing multiple times a day and eat. Yet if we focus our attention on our bodies, they can be our anchor in what’s happening right now, even if the sensations are unpleasant.

This is how anchoring works: We bring our attention into our bodies, noticing — rather than avoiding — the tension, circulation, pain, pleasure, or just neutral physical experience of, say, our right shoulder or the arch of our left foot. This practice helps us snap back to reality. In fact, our bodies are the quickest, surest way back to the present moment when our minds are lost in rehashing the past or rehearsing the future.

We cause ourselves a lot of unnecessary suffering when our minds aren’t paying attention. The amygdala, located in the brain’s medial temporal lobe, is the part of the brain that detects and processes fear. When our amygdala is activated by a situation that is interpreted as a potential threat, even if we are just reading an unpleasant email, it initiates physiological changes such as increased muscle tension and accelerated breathing. This association becomes so strong that we take the body’s reaction as evidence of danger, just as Pavlov’s dogs took the sound of the bell as evidence of dinner. As a result, a vicious cycle can develop wherein the increased muscle tension and rapid breathing caused by an activated amygdala further activates the amygdala. Thankfully, we can use anchoring to break out of it.

One of my students who was working on a startup business used to repeatedly panic before meeting with potential venture capitalists. His mind would spin with fears of the worst outcomes: his pitch rejected, his business idea exposed as worthless. Once he learned to tune into his body, to use a brief minute to anchor by taking a few breaths and feeling his feet on the ground, he calmed down and became poised to have much better conversations. Here are some simple, effective anchoring practices you can use.

 

Take a single breath. It takes just one intentional breath to change our perspective. A single breath gives you a break from the mind’s chatter and a chance for your body to regulate after amping up in response to a perceived threat. Most of the time when in distress, you’re in the middle of telling yourself a story and you fully believe it. A breath can take you out of the story, making you less gullible. You can follow the breath into your body, where you gain just enough distance to judge whether your head is with you (in line with your current intentions and greater purpose) or against you, and then consciously choose which way you want to go.

 

Pay attention to emotions. Another reason to anchor in your body is that it’s where you feel your emotions, which are important to acknowledge even if they may seem like a liability, especially at work. I’ve studied the downsides of emotional suppression (you can see some studies on it here, here, and here) and I can assure you — it’s worse. It’s paradoxical, but nonjudgmentally engaging with negative emotions negatively correlates with negative emotions and mood disorder. In other words, if you acknowledge and recognize unpleasant emotions, they have less power to cause you distress. In one study, participants wrote every day for four days about either a traumatic experience or a neutral event. Those who wrote about trauma made fewer health center visits in the following six months than those who wrote about a neutral event. When you pay attention to your body, you can catch emotional information upstream, before it hijacks your whole system — once it does, it’s too late to use it to your advantage.

 

Remember that your colleagues have bodies too. Annoyed with your boss? Think you can’t last another day with an impossible colleague? If you let it, your body can connect you to other people — even difficult ones — since the body is a major part of what we have in common. This sounds obvious, but the implications are profound. Our bodies and the pleasure and pain that come with them — their attendant aches and illnesses, their needs and indignities, the impossibility of choosing the one we want, the fear of losing it someday, and the ways we fight our bodies or pretend they don’t exist — are shared experiences. When you ignore your body (or try to), you miss out on a fundamental part of what we have in common. The empathy gained from this awareness helps you to have productive professional relationships, rather than suffering from ongoing frustration and pain.

 

Magnify little pleasures. Don’t underestimate the joy of taking that first sip of afternoon coffee. It’s human nature to notice pain more than pleasure, but with reminders and practice you can experience joy throughout the day in the simple, reliable pleasures of having a body. It might be from sitting when you’ve been standing for too long, or standing up and stretching when you’ve been sitting; holding a new pen with a particularly cushy, ergonomic grip; laughing hard when something’s funny; eating when you’re hungry; the relative quiet of the office after a morning with screaming kids; slipping out of uncomfortable shoes under your desk. Every day, no matter how lousy, affords countless opportunities like these to feel good. Recently I had a meeting at the VA Hospital in Palo Alto and came across two veterans as I was walking. They were sitting in front of the building, both in wheelchairs. One man leaned over to his companion and said, “Well, it’s great that we can move our hands.” The other responded, “Yes, you are right. That is great!” Their perspective provides a powerful reminder that most of us can, if we choose, find within our daily routine a small joy worthy of being celebrated.

 

Stress is an inevitable aspect of our lives at work, but you don’t need elaborate practices or escape mechanisms to engage with it. You simply need to have the wherewithal to ground yourself in a physical sensation, to anchor and come back to reality. You need only a brief moment to tap your feet on the ground and be reminded that you have a reliable and ever-present instrument to mitigate your stress. And, it just so happens, you were born with it.

 

Leah Weiss is a teacher, writer, and researcher at Stanford Graduate School of Business, the Director of Education at HopeLab, and the author of the forthcoming book Heart at Work.

 

Read more on Emotional Intelligence or related topics Stress and Psychology

 

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21/12/2020, 22:11 - Raman Bharadwaj: 10 Transformational Leadership Characteristics

 

Transformational leadership seeks to create a positive change in those who follow.

 

The leader enhances the morale, performance, and motivation of employees, inspires change driven by a strong purpose, and is able to create a culture of trust and innovation within the organization.

The following are some of the characteristics of transformational leaders.

 

1. Keep their ego in check

 

It is easy to let ego take over when you are in a position of power. However, in transformational leadership, it is important for the leader to keep their ego under control and not let it interfere with the best interest of their team or the organization. By keeping their ego in check, the transformational leader is able to put the organization before their own personal gain and also elicit the best performance from others.

 

2. Self-management

 

Transformational leaders typically don’t need much direction from others, and are able to manage themselves well. They are also highly internally motivated, and they use this motivation to direct the organization to the right path. These leaders do what they love, and the values are aligned with those of the organization that they lead.

 

3. Ability to take the right risks

 

The ability to take calculated risks is a key characteristic of a transformational leader. They trust their instinct, and use the intelligence gathered by team members to make informed decisions. A transformational leader’s team is right behind them and is ever willing to do the research that is necessary to evaluate the situation appropriately. The leader seeks inputs from the team to make risky decisions that facilitate growth.

 

4. Make difficult decisions

 

Being a leader is not always smooth sailing, you often have to make tough decisions. Transformational leaders do not shy away from difficult decisions. They make their decisions with a clear focus on the values, vision, objectives, and goals of the organization.

 

5. Share collective organizational consciousness

 

A transformational leader shares and understands the collective consciousness of the entire organization. This makes them particularly attuned to the feelings of their team members, and gives them a clear idea of what actions to take to elicit desired actions from the employees. Since they’re tapped into the organizational consciousness, they are able to make decisions that spur growth, and also create a shared vision for the organization that all employees feel a part of.

 

6. Inspirational

 

People seek to be inspired and transformational leaders are perhaps the most inspiring of all. They have the ability to motivate others to rise to the occasion. Their style of inspiration is not just limited to formal acknowledgement of a job well done, rather they treat each employee as a valued individual and take the time to understand what motivates them.

 

7. Entertain new ideas

 

Transformation can rarely be achieved if the leader is not open or receptive to new ideas. Transformational leaders understand the truth that success is dependent on the effort of the entire team, and growth happens only in an organization with a culture of openness to new ideas from all levels. A transformational leader makes deliberate efforts to solicit new ideas from team members, and also use their insights in making decisions.

 

8. Adaptability

The leader knows that it is important to constantly adapt to changing market conditions to keep moving forward. They are ever willing to adapt to new situations, and seek creative ways to respond to the dynamic business environment.

 

9. Proactive

 

These leaders are proactive in their approach. These leaders take risks, and take an active role in growing the organization.

 

10. Lead with vision

 

Transformational leaders set a realistic and achievable vision for the organization. They then communicate the vision effectively to their followers, and also inspire a sense of commitment and purpose. By getting every person to buy into the common vision, transformational leaders are able to strongly guide the organization in the direction that they want.

Y Scouts is an executive search firm that helps nonprofits and social enterprises find exceptional leaders. We believe the right leaders make all the difference. We have pioneered a revolutionary approach to identify exceptional leaders and match them to the positions you need. We’re passionate about the power of the right connections. Contact us if you are looking to find an exceptional leader. Or, to be considered for exceptional leadership opportunities with our clients, please take the first step by joining the Y Scouts Leadership Community.

22/12/2020, 08:46 - Raman Bharadwaj: Top Ten Habits that Help You Manage Your Stress - By Linda Dessau

 

Today we have more stress in our lives than ever before: good stress, bad stress, red stress, blue stress (my little ode to Dr. Seuss). No matter what kind of stress it is, a real crisis or an imagined one, stress is incredibly harmful to our body, mind and soul.

 

Here are my favorite self-care habits for dealing with stress:

 

1. Get in the habit of noticing.

Take an inventory of all the things that just don't feel right in your life or that you know are causing you stress. For example, when you approach certain people, places or situations do you feel more stress and tension? Once you have your list in place, look at what you can change yourself, and do it. You can also use this list to predict stressful situations before they occur.

 

2. Get in the habit of asking for help.

For what you can't change yourself, you need a team. Build a

team of experts to handle your list. A coach, at the top of the list, will help with the big picture and will keep you honest about your efforts. Other team members might be a family doctor who listens to you, a financial planner, a massage therapist and an exercise partner.

 

3. Get in the habit of bouncing back.

Think of Plan A as your basic self-care plan while stress is

under control. Now imagine something happens and you are under stress. Instead of abandoning all self-care because you can't do it all, have a Plan B ready beforehand.

 

4. Get in the habit of relaxing.

If you practice relaxation techniques (breathing, meditation, imagery, music) every day, then when stressful situations come up you'll have the tools at your fingertips.

 

5. Get in the habit of gratitude.

Our attitude comes from our emotions and our emotions come from our thoughts. Thinking about what we're grateful for and what we're good at can keep things positive. It's not about shying away from what's challenging you; it's about approaching life from a place of strength and not as a victim.

 

6. Get in the habit of creating.

Experiment with a new recipe in the kitchen, write a poem, bang a drum, do a craft, take a dance class or do something else that feels creative to you.

 

7. Get in the habit of putting your stuff away.

Physical clutter can really impact on mental, emotional and physical health. Get rid of things that don't make you happy when you look at them. Organize your stuff. Find a place for everything and keep it there.

 

8. Get in the habit of breathing.

This is the simplest and quickest way to relax yourself in a

stressful situation. The minute you focus on your breathing it automatically gets slower and deeper.

 

9. Get in the habit of daydreaming.

Take yourself away on an imaginary holiday. Just close your eyes and go! Picture somewhere you've been or somewhere you've dreamed of.

 

10. Get in the habit of giggling.

Laugh out loud every day.

Don't let your stress get the better of you! Which one of these strategies can you apply this week to manage your stress?

 

22/12/2020, 09:40 - Raman Bharadwaj: *10 Charismatic Leadership Characteristics*

 

Charismatic leadership involves a sense of style, flair, and confidence.

 

These charismatic leaders have a quality which is hard to pin down, but which attracts followers and inspires people to action. Transformational leaders are often highly charismatic because they are capable of initiating and maintaining a significant level of change in the organization.

The following are some of the most prominent characteristics of charismatic leadership.

 

1. Communication

Charismatic leaders have extraordinary skills in communication. This helps to motivate employees through tough times and also help them stay grounded when things are good. The leaders are equally comfortable communicating one-to-one or in a group setting.

 

2. Maturity

Though they have a very powerful personality, a charismatic leader also has maturity and character. They don’t believe in empty showmanship, but they draw on their wisdom and knowledge which they have accumulated over the years of life and business experiences. They behave in a mature and responsible manner on all occasions.

 

3. Humility

Charismatic leaders also have a sense of humility. They place a lot of value on each employee, and have the ability to truly listen to their concerns. The charismatic leader is able to convince the employee of the value that they bring to the organization, and show them how their contributions impact the strategic interests of the company. They inspire great loyalty from their employees.

 

4. Compassion

Successful charismatic leaders are also compassionate. Charisma alone may not be enough, because there’s a very real possibility that it can disintegrate into mere hero worship. Compassion, integrity, honesty, and fortitude are also qualities that successful charismatic leaders exhibit.

 

5. Substance

Charisma can exist without substance, but only for a very short time. Flashy and glitzy behavior may capture the attention of people, but eventually they will want something substantial beneath the facade. A charismatic leader must not only talk the talk, but also walk the walk. Charm gets him the face time, and substance closes the deal.

 

6. Confidence

It goes without saying that charismatic leaders are truly confident. They are the glass half full kind of people, and are comfortable with who they are. They understand themselves well and do not try to be anyone else. Charismatic leaders are secure and confident enough to be comfortable in their own skin.

 

7. Positive body language

One of the first things that you’d notice about a charismatic leader is their warm, open, and positive body language. They make eye contact with were that they are talking to, smile, and introduce themselves to strangers with the genuine joy of making a new contact. They have an endearing swagger, and they are authentic.

 

8. Listening skills

Charismatic leaders are extremely good listeners. When they listen to you, they don’t fidget or look distracted. A charismatic leader pays attention to what is being said, and listens with interest. They are engaged in the conversation and act with empathy.

 

9. Self-monitoring

One of the attributes of charismatic leaders is that they often tend to watch themselves. They are aware of their powerful personality, and the fact that their followers are watching them constantly. For this reason, they consider it important to portray a good image of themselves to their followers. This can be achieved only with self-monitoring.

 

10. Self-improvement

A charismatic leader understands that he has certain qualities that make him different from others, and that these are the qualities that get him attention and make him charismatic. So he also knows how important it is to continually improve himself.

22/12/2020, 09:55 - Raman Bharadwaj: 12 essential takeaways from my discussion with one of the most humble and thoughtful leaders in business:

 

1. There can be a certain amount of luck in opportunities

 

According to Bhutani, there is a standard equation for being successful in your career. You need to have a certain amount of intelligence, be hardworking and collaborative, and last but not least it also it helps to have a certain amount of luck. He believes, “You can knock on a lot of doors, but opportunity has to be behind some of them.”

 

2. The key to success is to do the unexpected

 

Find the things you can do that set you apart from the rest by doing things that others don’t know how to do. Create non-linear value in your career. Bhutani’s father was a refugee who had to leave everything behind and could only learn by doing. He emulated his father, which helped open doors of opportunity to become a success in doing the unexpected.

 

3. The S.O.U.L test can help you evaluate opportunities

 

The letters that make up the word “soul” each have an explanation and can be a criteria you can utilize as a test to evaluate an opportunity. The “S” stands for wanting Something that you are hungry for. The “O” represents identifying an Opportunity that creates value not only for you, but for many people. The “U” involves you bringing something Unique to the table. The “L” stands for Learning. Bhutani believes that if your opportunity meets the soul test, you should do it.

 

4. Know how to ride a tiger

 

Bhutani shares that when he was growing up, his father would ask him, “How do you ride a tiger?” Most people would not know the answer, but Bhutani says the answer is simple: You ride a tiger on its neck and not its tail. If you ride a tiger on its tail, it creates whiplash and chaos; when the tiger goes right, you go left, and when the tiger goes left, you go right. But if you ride a tiger on its neck, you are focused and aligned with where it is going because you can turn together at the same moment. The moral of the story is that change is like a tiger. It’s a constant in our lives, so the sooner you learn to ride it the right way the better off you’ll be. For example, if you fall into worry it will make you slip from the neck to the back of the tiger, and then you are left holding onto the tail of the tiger for dear life.

 

5. As jobs evolve, so do leaders

 

Our jobs are changing all the time, but many leaders remain entrenched in leading the same way they have been their entire careers. Bhutani elaborates by saying, “To be a better leader is to be a better person. You have to strive to be better all the time. If you are not on that journey, you are not riding the tiger on its neck.”

 

6. Compete with the person you were yesterday

 

Every day you have three choices: you can be better than that person, worse than that person, or remain the same. By intentionally applying incremental innovation and invention with yourself, you can improve the person you were yesterday.

 

7. Building culture involves giving and getting respect through humility 

 

The second piece of advice Bhutani learned from his parents that guides him today surrounds humility. For example, in most Asian cultures, from Indian and Thai to Chinese and Japanese, you fold your hands and bow to say hello and goodbye. It’s a cultural way of giving and getting respect through humility. 

 

8. Every human being has gifts, and it is a leader’s job to make those gifts easier to access 

 

Bhutani expounds on a sage allegory that starts with a mango tree, the king of all fruits in India. It’s fibrous, it’s juicy, and there are 100 varieties. But it tests your patience, because you have to plant a seed in the ground and wait five years for it to grow. When it does, the branches of the mango tree become big and heavy; the more fruit, the more the branches bend or bow to the ground. The moral of the story is that the tree is responsible for bringing the mango fruit closer to the ground so more people can share in its abundance.

 

9. Live your life like a sculptor, not a painter 

 

When painting, you can add more layers of paint to fix something or make it look different. In sculpture, it is all about removing what is excessive to reveal the work of art. Bhutani no longer wastes energy on what doesn’t matter, like a sculptor.

 

10. There is a formula to winning 

 

Winning is not random and can be gauged through this formula: First, find a collective belief with your team; then, measure whether you want to keep this idea or not; and finally, continue going through this process until you funnel the collective belief down into something small. Once you win with this small vision, you can believe in something bigger together as a collective. This formula can allow you and your team to work smarter to meaningfully move the needle.

 

11. Avoid the fear of failure by allowing yourself to fail

 

Winning is not as good of a teacher as losing. Successful people often don’t share life lessons surrounding moments where they did everything right, because those times didn’t teach them anything. Bhutani grew up with the concept and word, Shokunin, which represents a trades person who is always aiming to improve their craft every day. Similarly, failure allows you to be that craftsman. Bhutani often asks candidates to give him an example of something they have failed at: “I’m looking for people who are going to try so hard and push the boundaries they set for themselves to be able to say they have failed.”

 

12. Leadership is not about making someone believe in you, it’s about making someone believe in themselves.

 

There is a three-step process for how to make people successful in their role:

 

Believe in them, and believe in them as a leader.

 

Give them the opportunity and let them be all in.

 

Be patient. If they don’t succeed the first time, give them a second chance.

22/12/2020, 11:48 - Raman Bharadwaj: *Change is constant*

 

 

*Why Moving Cheese is Necessary?*

 

Change can teach us to adapt and help us develop resilience, but only if we understand our own capacity for growth and learning.

 

When change makes us better, it's because we have learned how to turn a challenging situation to our own advantage, not merely because change happens. We all know that change is hard. Change is hard because you brain is wired to do the same thing over and over, regardless if that activity is good or bad for you. We also know how challenging it can be to go through change, but the positive consequence is really awesome.

I am going to talk a little bit more about the need to change in a bit – but before that I have to share what I learnt from the book ‘Who moved my cheese’ by Spencer Johnson. Years ago, I had been recommended to read this book in context to help me with my job in Human Resources. The idea was to learn about change and how to adapt to it to keep growing. To be honest, I wasn’t too impressed with it until now when I read it again. This time it kind of made sense when I started relating it to my life and how the journey has been so far. As a wellness counsellor for emotional health, I have also had the opportunity of seeing many journeys from up close and I couldn’t help finding how relevant the key takeaways are from the book with respect to life.

 

Dr Spencer Johnson tells us a story about 4 characters who live in a maze and learn to deal with unexpected change. This is a business classic although the lessons it teaches are not limited to just managers and employees. ‘Who moved my cheese’ is a fable about four characters who live in a maze and they all love cheese. When the cheese disappears, Scurry and Sniff enthusiastically head out into the maze to find new cheese. On the other hand Hem and Haw feel betrayed and complain. They waste their time and energy hoping the old cheese will return. Haw realizes the old cheese won’t return so he sets out into the maze in search for new cheese. He writes what he learns on the walls hoping that Hem will follow him. Eventually he discovers new cheese and sees that Scurry and Sniff were already there. Cheese here is a metaphor for what you want to have in life. It could be a good job, loving relationship, money or health. The very core message of the book is this: things constantly change so we must adapt. The quicker we adapt a change the more satisfied will be with.

So what I learnt….

 

Lesson 1 – Change happens – the ‘cheese’ will keep being moved so we need to adapt and look for new cheese. Change is inevitable and one needs to be flexible and resilient to be able to move ahead with our lives. Look what happened during the pandemic and the lockdown? People who took it in their stride ‘survived’ with grace.

 

Lesson 2 – Anticipating change in advance – Get ready for the cheese to be moved and making provisions for it. 

 

Lesson 3 – Monitor change – smell the cheese to know if it's getting old. Be ready to throw it away if it does. So it means, if you have used a pattern to cope with challenges you face and now it's not working –recognise it learn a new one!

 

Lesson 4 – Adapt to change quickly – the quicker you let go of the old cheese (pattern), the faster you will be able to enjoy the new cheese.

 

Lesson 5 – Change – move with the cheese. Staying in one place won’t help you and you will feel stuck. So get up and look for a way out to get out of a difficult situation.

 

Lesson 6 – Enjoy the Change – don’t dwell on what you have lost, instead focus on the new pattern and how to make it stronger and robust and effective.

 

To apply it in real life, the ‘cheese’ here is a metaphor for happiness and the maze is the time we spend looking for it. It all boils down to moving out of our comfort zones. Focussing on what isn’t working must be flipped with thinking about what is working for us. This gives us the much needed validation that all is not wrong in the world of our life. It helps you be more flexible and adaptable. You even get to have more fun exploring new paths instead of walking down the beaten one. You actually flourish and move forwards every time you say ‘yes’ to change.

The book asserts that ‘change is the only constant thing’; consequently, adapting and repeatedly enjoying change is the best thing to do. As is clear from, Spencer wrote the story to illustrate the effects of denying change or accepting it. Acknowledging, strategizing for, acting on, and enjoying change, underlines Spencer’s work. The ‘Hems’ of today should learn from and emulate the ‘Sniffs’ and ‘Scurrys’ to avoid extinction or mediocrity.

 

“Life moves on and so should we” --Spencer Johnson

22/12/2020, 12:04 - Raman Bharadwaj: 1.) To practice people-centered leadership, you must focus on creating spaces of belongingness and mental wellbeing.

 

The first step to this starts with looking inward and figuring out how you are and where you have positioned yourself. Where are you including yourself and where are you excluding? It is only then that you can consider what it means and takes to include anyone else.

 

2.) Develop a sustainable growth mindset and outlook to embody people-centered leadership.

 

Your mindset determines the outlook you have on life. Whether you think you can do something, or whether you think you can’t, you are right. Building thought and action practices that allow you to spend most of your time in a forward-thinking, growth mindset is the only way you are going to learn and develop yourself. It is the only way to transform into a people-centered leader.

 

3.) Unlearn the things that aren’t serving you well.

 

Every single of us have an untold number of biases that affect our thoughts and actions, toward ourselves and others. This social isolation is bringing many of these filters to surface. You have to unlearn these conditioned responses so that you can make space to learn the things that do serve you  well to be a people-centered leader.

 

4.) People-centered leadership embraces intersectional realities.

 

All of us have intersectional lives that dictate the reality of our lived experiences. No two of us can have identical experiences and feelings about everything all the time, not even identical twins. These intersectionalities are what make us completely unique. Yet, 61% of us hide these essential parts of us from our coworkers, teams and leaders in our workspaces because of safety and stigma issues. If you are hiding, how do you even begin to form authentic connections?  People-centered leadership understands the reality of this. By embracing intersectionalities, and by understanding that your visibility and others’ visibilities are complex and nuanced, you can create that safe space as a leader. You can form authentic connections and establish trust.

 

5.) Align and converge your values as a leader.

 

Don’t conform to follow the script. Write your own script and encourage those around you to write their own. Every script is based on personal core values. How many people think about what values they want to embody as people-centered leaders? Now is the perfect time to take some time to explore this aspect so that you can start embodying these values, instead of blindly following what someone else says you should or ought to be doing.

 

6.) Help your leaders and decision-makers understand that ROI has to include employee wellness.

 

The bigger picture has to account for an organizational culture that is formed with convergence and not conformity. Empowering each individual employee to thrive has to come first. The benefits of this go far beyond but also include profit margin bottom lines. And, this would be less expensive to put in place than sporadic system-wide trainings that don’t sustain, and that most employees only attend begrudgingly.

22/12/2020, 13:20 - Raman Bharadwaj: Are You Having Trouble Focusing? These Simple Strategies Will Help

 

by 

 

Rasmus Hougaard

 

 and 

 

Jacqueline Carter

 

December 26, 2017

 



 

Summary.   

In today’s always-on, and information-overloaded world, it can be hard to stay focused throughout the day. How often do you find yourself distracted by inner chatter during meetings? Or how often do you find that emails are pulling you away from more important work? If very often, you’re not alone. But the ability to apply a calm, clear focus to the right tasks — at the right time, in the right way — is the key to exceptional results. To improve,  do two things. First, understand your daily focus pattern: what times of day are you focused, are you not focused. Then, make sure your most important activities and meetings are planned around the times when your focus is strongest. Next, pay attention to the activities and emotions that derail your focus, and avoid them.

 

In today’s always-on, information-overloaded world, it can be hard to stay focused throughout the day. How often do you find yourself distracted by inner chatter during meetings? Or how often do you find that emails are pulling you away from more important work?

We’ve surveyed and assessed more than 35,000 leaders from thousands of companies across more than 100 countries, and found that 73% of leaders feel distracted from their current task either “some” or “most” of the time.

We also found that 67% of leaders describe their minds as cluttered, which means they have a lot of thoughts and a lack of clear priorities. As a result, 65% of respondents fail to complete their tasks. The biggest sources of distraction are: demands of other people (26%); competing priorities (25%); general distractions (13%); and too big of a workload (12%). Not surprisingly, 96% of leaders we surveyed said that “enhanced focus” would be valuable or extremely valuable.

While those numbers are alarming, they also represent a massive potential for improved performance and effectiveness. If there is one secret to effectiveness, said leadership pioneer Peter Drucker, it’s concentration. In our age of information overload, this is truer now than ever before.

The ability to apply a calm, clear focus to the right tasks — at the right time, in the right way — is the key to exceptional results. Even one second of misplaced focus can mean wasted time or worse missing a key opportunity like a facial cue from a client during a tough negotiation.

One of the CEOs we interviewed, Jean-Francois van Boxmeer of Heineken, put it this way: “My role does not allow for a lack of focus. I can’t afford to be distracted. I must be on point. I have trained my focus while at work for 15 years, moment-to-moment. I feel the brain is like a muscle, and I exercise it all the time.”

 

FURTHER READING

 



 

The Mind of the Leader

 

Book 

 

Harvard Business Review

 

 30.00Add to Cart

 

In fact, in our ten years of experience, we have observed a direct correlation between a person’s focus level and their career advancement. Of the thousands of leaders with whom we’ve worked, the vast majority possess an above average ability to focus. This is not to say that exceptional focus is a sure way to the top. But certainly, without focus, career success will be much more difficult to attain. For aspiring leaders, focus should be a daily mantra.

Much has been written about how you can better maintain your focus, and mindfulness practice is obviously the foundation of enhancing focus. But in our research, we looked at some new areas that enable you to manage your focus. Here’s how to do it.

 

Understand Your Daily Focus Pattern

 

We looked at how well leaders are able to focus during the day, and found a very clear pattern.

 



 

 

The pattern varies slightly from person to person, and understanding this pattern is very useful in understanding how you should plan your day. With this pattern in mind, consider which activities you do at various times of the day. Make sure your most important activities and meetings are planned around the times when your focus is strongest. And that you plan to do more practical and active tasks during the hours where your focus is weaker.

 

Know What Influences Your Focus

 

Your focus is very dependent on many physical and mental factors too. Some are good for your focus, others are not.

The most obvious is sleep; if you don’t sleep sufficient your focus and judgment suffers. Also, exercise and the types of food we eat, significantly impacts your ability to stay focused.

More surprisingly, coffee, contrary to what many of us believe, is not useful for your focus. The caffeine suppresses your drowsiness, but scatters your focus. Needless to say, alcohol is bad for your focus, too.

Our mental states also impact on our focus. Negative emotions generally decrease it. Paul Ekman, a groundbreaking researcher in emotions from the University of California, San Francisco, described how difficult emotions create a refractory period that narrows your focus on the object of your emotion. In other words, if you get angry, it is hard to focus on anything else than what made you angry. The same goes for desires. Positive emotions generally have the opposite effect, enhancing and opening your focus to see the bigger picture.

Focus is not a zero-sum game. Focus can be trained and planned. And with a bit of effort, your focus can be sustained throughout the day.

 

RH

 

Rasmus Hougaard is the founder and CEO of Potential Project, a global leadership, organizational development and research firm serving Microsoft, Accenture, Cisco and hundreds of other organizations. He is author of The Mind of the Leader – How to Lead Yourself, Your People and Your Organization for Extraordinary Results with HBR Press and will be publishing his next book Compassionate Leadership – Doing Hard Things the Human Way with HBR in 2021.

 

Jacqueline Carter is a partner and the North American Director of Potential Project. She is co-author of The Mind of the Leader – How to Lead Yourself, Your People and Your Organization for Extraordinary Results (HBR Press, 2018) as well as co-author with Rasmus Hougaard on their first book One Second Ahead: Enhancing Performance at Work with Mindfulness.  

22/12/2020, 13:52 - Raman Bharadwaj: 

 

Is developing a growth mindset in business essential for success?

 

3 June 2019 By Stephen Bavister

 



Something is holding you back and you can’t quite put your finger on it. Does that feeling sound familiar? When you’re growing your business there is one huge but invisible force that can block all your efforts. Your mindset.

 

A mindset for growth

 

Stanford University professor Carol Dweck has been researching mindset for over 30 years. In this time she has researched equally talented individuals to understand why some achieve and exceed their potential while others don’t. Her work is well know in the world of education and sport, but less well known in the world of business.

When you are growing a great business and constantly working to delight your customers, you want to grow the capabilities of every aspect of your organisation. Mindset is a logical starting point.

Dweck explains there are two ends of the mindset spectrum, with a fixed mindset at one end of the spectrum and a growth mindset at the other.



A person with a fixed mindset believes that they are born with a skill and you can’t learn or grow. That you are not in control of your abilities.

Whereas a person with a growth mindset believes skills and intelligence are grown and developed.

This graphic from Train Ugly goes into more detail on differences between and fixed and growth mindset.



 

"81% wastage is okay..."

 

81% of sales and marketing investments are wasted generating low quality, unqualified leads.

 

Don't think this applies to you? You should get a definitive answer.

 

 Score your lead quality now

( Free tool, for a few minutes of your time )

 

Know-it-all or learn-it-all

 

One of the benefits of being part of a smaller business is that change can happen quickly. Imagine putting this thinking in place in a huge company.

When Satya Nadella took over as Microsoft’s CEO in 2014 he identified that one of the most important actions to ensure the company's future growth, was to grow each and every one of the 131,000 employees around the world.

Alongside Customer Obsession Satya set about making Growth Mindset a part of the company culture. He believes that learning is the key to the company's future growth. He is working to transform the company culture into one where every individual believes that they can continually grow.



Microsoft continues to invest heavily into programs to help every one of their employees weave growth mindset into their daily work life. In Nadella’s words it is a strategic reorientation from being a company of “know-it-alls” to being a company of “learn-it-alls”.

 

Growth mindset in action

 



Growth mindset can be used by any team to achieve any goal.

In 2014 coach Karch Kiraly used growth mindset to help take the USA women's volleyball team to achieve their first World Championship title in over 60 years.

He made it very clear to the squad that  “What got you here isn’t going to keep you here.” and that “if every player did not improve then they aren’t in the team”.

The key point is that everyone can always improve no matter how good you are.

This whiteboard image from a volleyball coaching event speech by Kiraly , shows the importance of growth mindset in his approach to the turnaround of the team.



There are some important lessons that you as a business leader or manager can take from this.

 

Growth mindset - It’s important that everyone in your team commits to continually growing and getting better. If players don’t want to learn and grow, don’t keep them in your team

 

Be examples - Leaders and managers have to embrace growth mindset by being the best examples of it. Design training and work assignments to give your team the opportunity to constantly grow

 

Foster in gym and Train Ugly - Design training so that your team can make mistakes and learn to fix them, what Karch Kiraly calls Training Ugly - as the training sessions are ugly while everyone is making mistakes and learning from them

 

Motor learning - Maximise your team members real life experience so that they learn faster. Don’t do things for them, let them do it themselves - even if it takes longer at first and they make mistakes, people learn more efficiently by doing

 

Reading - Teach your team to read the experience and the people, so that they know what is going to happen before it happens

 

Well rounded players - Let the members of your team work and experience the roles of others in the team. Learning others' roles makes team members more well rounded, empathetic of others, better learners and better team players

 

Just good, not great - When you’re building your team, look for people with good skills and a growth mindset who are prepared to learn and be coached. Good and a growth mindset is much better than great and a fixed mindset.

 

"81% wastage is okay..."

 

81% of sales and marketing investments are wasted generating low quality, unqualified leads.

 

Don't think this applies to you? You should get a definitive answer.

 

 Score your lead quality now

( Free tool, for a few minutes of your time )

 

Runway over pedigree

 

Jack Welch the legendary business leader and former CEO of GE, who during his 20 years in the role increased the value of the company by 4000%, is cited by Carol Dweck as a great example of a growth mindset CEO.

He hired according to “runway”, not pedigree often preferring military veterans to Ivy Leaguers, and spent thousands of hours coaching employees on his executive team. For Welch it wasn’t what the person offered today that attracted him, but the potential they offered in the future.

When you’re building your team, learn from Jack and recruit for growth and potential.

We also found this quote from Jack, that makes a perfect segue from growth mindset to Customer Obsession.



 

It’s all in the mind

 

Henry Ford said it best when he said:

 

whether you believe you can do something or not, you are probably right”

 

Business growth and Customer Obsession go hand in hand with a growth mindset.

It starts with belief, summed up in a vision and mission. Then it’s about embracing learning and encouraging every opportunity to learn. Appreciating that you can’t know-it-all and nothing is ever perfect, because you can always make it better.

When you appreciate this you eagerly take up challenges and opportunities to make mistakes. Learning from the feedback and using it as an opportunity to grow and provide even better products and services for your customers.

As an individual and an organisation you’ll be somewhere on the mindset spectrum, either leaning more towards a fixed or growth mindset.

Now you know the importance of a growth mindset, you can take steps to encourage in all aspects of your work and personal life.

To answer the title of this post, a growth mindset may not be essential to short term business success, it is however essential, if Customer Obsession and long term sustainable success are your goals.

How do you think mindset has affected your past successes and failures? Share your experiences with us on social - you can find us on LinkedIn, Facebook and Twitter - we look forward to hearing from you.

 

"81% wastage is okay..."

 

81% of sales and marketing investments are wasted generating low quality, unqualified leads.

 

Don't think this applies to you? You should get a definitive answer.

 

 Score your lead quality now

( Free tool, for a few minutes of your time )

 



 



 

ABOUT THE AUTHOR

 

Stephen Bavister

 

Stephen is the founder and lead digital marketing consultant at LexisClick. With over 15 years' hands-on experience in digital marketing, Stephen is responsible for the inbound lead generation strategies of LexisClick's clients. Outside of work you'll either find him entertaining one of his 3 children or getting some salt water therapy along the local coastline.

 

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22/12/2020, 16:32 - Raman Bharadwaj: *Mindset.*

In all aspects of our lives, but especially in the pressure cooker of work and collaborating with others, we become more creative, free and effective individuals the less stuck we are in our mindset.

 

WHAT IS MINDSET AGAIN?

Your mindset is the current set of recurring beliefs, thought patterns, biases, and stories that you hold in your mind. It is the result of your life experience, your socialization and conditioning as a human being.

 

Most of your mindset is implicit: key beliefs filter the way you perceive reality and interpret your experience, but most of this happens automatically, outside of your conscious awareness. We can often see mindset at work in others, but are particularly blind to the influence of our beliefs and biases in ourselves.

 

This means our reality is always uniquely subjective and specific to our particular beliefs. No two people experience the exact same reality.

 

We know this, but forget to account for it in daily life, assuming that those around us see the world as we do. Example: You were taught as a child that putting in effort and self-discipline is the key to achieving success in the world. I, on the other hand, have internalized that success depends on gaining the respect of people in powerful positions. 

 

HOW DOES MINDSET LIMIT US?

 

When the two of us from the previous example now work on a project, we will be interpreting the means to succeed in completely different ways. If we are aware of our mindsets, we will be able to deal with our differences constructively. If we remain blind, we are setting ourselves up for frustration, tension and conflict.

 

Since our beliefs and biases are continually filtering our reality, we see only a shockingly tiny fraction of the “real” world, and then this tiny part is further distorted by our (causal) interpretation of it. Just becoming aware of the extent of the cognitive biases we are susceptible to, is very sobering.

During the course of our evolution, being able to interpret and predict the world helped us survive.

 

The more complex our societal interaction and conditioning has become however, the more our learned beliefs fail to explain reality.

 

Instead, our beliefs over-simplify our world and limit our possibilities to an extent that is at best stifling and at worst destructive to ourselves and those around us.

 

WHY WORK ON MINDSET?

Our mindset consists of both helpful and limiting beliefs. However, even the beliefs that are helpful and motivating today, can become limiting tomorrow. The faster our environment changes, the faster our mindset becomes outdated.

 

In this sense, being able to identify, question and see beyond the limits of our beliefs is becoming a non-negotiable life skill.

 

Our grandparents and parents may have been able to afford a fixed mindset to a greater extent than we can today, although our limiting beliefs have been causing unnecessary stress and psychological pain for generations.

 

In all aspects of our lives, but especially in the pressure cooker of work and collaborating with others, we become more creative, free and effective individuals the less stuck we are in our mindset. The problems we are now dealing with can no longer be solved by individual experts working more or less alone. Growth, innovation and evolution will require the true collaboration of multiple diverse intelligences. This means we can no longer afford to have individuals stuck in old mindsets that limit their ability to collaborate and work in teams.

 

From the personal perspective, being able to see beyond our beliefs allows us to live a freer, more fulfilling life. We become less limited by outdated interpretations of our world that cause us undue psychological stress and stop us from being all we could be.

 

From the organizational perspective, the ability to go beyond mindset makes all those things now being advocated (agility, new work, purpose-driven organizations, self-organization, digital transformation, etc.), a real possibility.

22/12/2020, 16:35 - Raman Bharadwaj: Do you need a new mindset?

LinkedIn is rife with opinion on what would be a good mindset for you to adopt. There is talk of needing a growth mindset, an agile mindset, a digital, or an innovation mindset.

This new focus on mindset demonstrates that we have at least understood the following: Behavioral change is not achieved by trying to manipulate our behavior. Instead, we need to work on something upstream in the quality of our thinking. Apparently we need to change our mindsets if we want to change our behavior.

If you examine these calls for new and better mindsets, it quickly becomes obvious that they remain spectacularly unclear about how to actually go about changing your mindset. In other words, the desired new mindset is merely described as the next best solution to your (organization's) problems, but methods or tools for changing mindset are not included.

Here, our behavioristic thinking meets its first limits. Behaviorism is still the norm in personal and organizational development: The approach that focusses on trying to change how people behave in a new-behavior-input-leads-to-new-behavior-output paradigm. A paradigm that still sees human beings as machines (although very complex ones). In the realization that people are not going to change their behavior to any real degree unless they change the way they think about themselves and others, the behavioristic paradigm is dead.

So we don't really know how to get there, do we?

The problem is that organizational and personal development do not (yet) have the methods or tools to work at the level of mind. We cannot (yet) look into our brains and change the nature of our thinking, with the beliefs, biases, or habits found therein. Trying to actually change your beliefs (instead of just describing what they should be) is currently attempted in certain forms of therapy or spirituality, and has not yet found its way into the average organizational context.

Nevertheless, this is where we will have to go next. We need to find out how we can really change our mindsets, because the beliefs, habits, and patterns of thinking that we were socialized and conditioned with, no longer match the requirements for success, fulfilment, and joy at work. From the organizational point of view, true collaboration and self-organized, creative, innovative work will require all participants to have the corresponding mindset that enables and encourages this type of work, or at least be free of the beliefs that set limits on collaboration. A mindset that many of those currently in the workforce never internalized.

So to change my mindset I need to find and apply the right tools?

We will have to look to other domains and practices to see if it is possible to change mindsets. And there are various approaches that we can learn from. Self-reflection and learning to become aware of the contents of our minds is becoming more and more standard in coaching practices. Leadership approaches and new work skills now focus on mindfulness, meta-reflection, as well as identifying underlying values and needs. These are all helpful in the first necessary step of becoming aware of the contents of our minds: how our thoughts and beliefs shape our behavior.

Identifying mindset is a great first step, but then the next step cannot be that we mechanically try to exchange our old beliefs with new ones. Because many at this point will again revert to a model of human development that is based on growth through self-manipulation, self-control, or force of will. Even most mindset coaching approaches revert to attempting to eradicate limiting beliefs or exchange old beliefs with new beliefs.

In this case, we are still stuck in the engineering model of human psychology. We are still attempting to change mindset with the core idea that I can get into my mind and fix it. I just need to figure out how and then try hard enough.

The right brain?

What if you can’t solve a problem on the same level of thinking (or consciousness) that created it (- Albert Einstein)? What if we will never be able to manipulate our mindset on the level of our mindset? This would mean that any attempt to get rid of limiting beliefs, or to substitute new beliefs for old beliefs through whatever method, is doomed to fail. You just can’t think your way out of your thinking, or into new thinking.

This would mean that we find ourselves on the threshold of working with our consciousness beyond the mental world of thought. We must learn to access our consciousness beyond thought to work with our mindsets. This is the realm of what neuroscience believes to be the right brain: the area of intuition, pure creativity, imagination and emergent knowledge, not necessarily limited by the left brain of thinking and language.

Who am I beyond my thinking?

Consider how consciousness beyond thought is already part of our normal daily context. Yes, in our Western world it has long remained the domain of religious and esoteric approaches, but it is also now the scientifically accepted basis of quantum physics, entirely normal in various somatic body-based approaches, and even part of our everyday human experience (You still exist and act when you’re not thinking, don’t you?). We scientifically know there is a right brain with a vastly different form of functioning than the thinking- and language-based left brain. In our daily lives though, we still operate as though thinking is the only way to approach life.

Who or what are we, when we are not thinking, when we do not operate from our thinking mind? Is this possible? Can we use the intelligence that we have beyond the left brain, to change our mindset? Can we observe and reflect upon our minds from a different level of intelligence, thereby seeing that we are not limited to our mindsets? And if so, might simply seeing and understanding how our mindsets limit us, bring us the freedom to no longer be the slaves of our thinking, our conditioning?

Imagine what it would mean for an organizational context, if people were free to collaborate and communicate from beyond the limits of their conditioning. Not by self-willing themselves into new and improved mindsets (and who says what new and improved should look like anyway), but by developing the capability to be and to act from beyond mindset.

22/12/2020, 16:42 - Raman Bharadwaj: THE NEED

 

As seven strangers attempt to scrutinize each other’s faces over a limited internet bandwidth, it becomes clear once again how unskilled we are at compensating for the challenges of online communication. Although all workshop participants have their audio and video working, and really seem to be making an effort to be present, half the faces I see are unclear due to the shadows falling on them. A few are frowning into their screens, and one video is frozen solid. As a facilitator, I am trained in reading people and adapting my style to them. At the moment, I am navigating through thick fog. But the technology and the lighting are not the limiting factors here, although many will hide behind these aspects to explain the challenges of remote communication.

Our Leading Remote Teams workshop gets off to an emotional start as we each describe our current situation working from home. The frustration and stress can be heard and seen in some of the voices and faces, but there is also evidence of hope and excitement coupled with a can-do attitude. This is clear from the examples people give and the choice of words in their descriptions, which even include a feeling here and there. Yet the participants are only volunteering this information because they were asked for it. The exercise is specifically designed to get people talking about their feelings, worries, hopes, and needs. In the rest of the workshop, I will have to do my utmost best using self-reflection and specific tools and methods, to get them to contribute their feelings and needs, as well as their intentions for speaking.

This is the issue this article addresses: When we communicate online, we generally forget to compensate for the loss of interpersonal information. We do not actively take into account that up to 80% of non-verbal communication is lost in digital space. No matter how dedicatedly people gesticulate into their video cameras, the lush interpersonal landscape that tells us so much about each other, turns into a virtual desert online. For this, we must learn to actively compensate by fostering »rich conversations«. Only when we focus on orally adding back to the dialogue what has been lost over physical distance, do we have a chance of deepening relationships online.

 

THE MODEL

 

The Rich Conversations Model is a simple (but challenging to implement) formula, that when followed ensures an online dialogue that is replete and deep. Besides being trustworthy, authentic, and generally likeable, the ability to have rich conversations is the key to establishing and fostering online relationships. And online relationship building is the prerequisite for doing business remotely, whether that business is conducted between members of the same team working to deliver a project, between the purchasing department and their suppliers in a negotiation, or between a manager and her subordinate in a coaching conversation, to name just a few examples.

The model itself is simple:

 

Communicating feelings + needs + intent = rich conversation

 

Applying this in remote conversations is a true communication skills challenge that brings immediate and tangible results in the quality of the relationship. Perhaps right now you are thinking that this is what makes communication in general, skillful and deep. Definitely. If you are a skillful communicator in analog settings, you may remember to translate these good habits to a remote setting.

Yet for many of us, myself included, the stress and raw »remoteness« of the online setting sets us up to forget about these aspects of good communication. We generally become more task oriented and superficial. We feel under increased time pressure and find ourselves getting impatient, interrupting others, and not scheduling time for emotional check-ins or coffee-corner chats. And as if that weren’t enough, for almost all of us, the digital setting encourages us to lose some of our interpersonal humanity. It becomes easier to treat others as mere objects appearing on our screens, taking up our limited time and energy. It becomes more stressful to open up and communicate how we are doing or what is bothering us. Every inclusion of that which makes us vulnerable and human seems to take even more effort when talking to an object, to a computer monitor. Many extroverts become introverted (although some go in the other direction), and introverts become even more introverted. Sensing the human beings on the other side of our internet connections becomes a chore, instead of being a natural part of human interaction.

If we do not intentionally alter our behavior, we end up eroding our relationships, losing trust and emotional safety in the process. Often too late, we realize that something essential in human relationship was missing online, and the relationship suffered irreversibly. Many will blame the technology for this, arguing that some things simply don’t translate to a remote setting. I disagree.

To counter these tendencies, which are not intrinsic to the technology for digital dialogue, we have to actively and intentionally change our attitude to remote communication, as well as hone our communication skillset. The Rich Conversations Model is therefore composed of two levels: a specific mindset and skillset.

 

THE SKILLSET

 

First, the skillset. The skills for rich conversation consist of just three aspects: actively orally communicating a) feelings, b) needs, and c) intent as part of normal conversational flow. The point is not to take extra time-out to talk about our feelings, although this is definitely helpful. The idea of rich conversations is to include feelings, needs and intentions in our normal spoken language, so that the missing humanity in the digital setting is compensated for with our use of words. We can think of this as frequent and clear oral signposts, helping us to navigate the thick interpersonal fog complicating the digital exchange.

a) Skillset Part 1 – Feelings

Do you know what you are feeling in any particular moment? Most of us are generally out of touch with our feelings. Additionally, we have neither the practice nor the vocabulary for communicating feeling states. We can usually determine whether we are happy or angry, perhaps even depressed or excited, but for many of us that is about the extent of our spontaneous concepts for feelings. Finally, we confuse thoughts with feelings. We say we feel disappointed, but this is not so much a feeling as a judgment of someone else’s behavior (as in: you disappointed me). The actual feeling is probably sadness or anger.

In training to become a mediator, I learned about Non-Violent Communication as developed by Marshall B. Rosenberg. This method for conflict de-escalation as developed by Rosenberg includes communicating both our feelings and our needs, and this Rich Conversations Model borrows much from his approach. In the context of trying to navigate the digital dialogue fog, the idea is to proactively and frequently communicate what we are feeling. Our listeners will be missing much in terms of vital non-verbal clues to determine this for themselves and are consequently missing out on important interpersonal information that fosters trust and emotional safety. Not only are we no longer building trust, we also risk corroding relationships.

The solution: we actively tell our conversation partners how we are feeling. If you believe this is too simple a solution, I invite you to go ahead and try this a few times in your next online meeting. Also go ahead and ask for feedback after the meeting, to determine if anyone noticed anything different.

To be able to communicate our feelings, we need to practice 1) determining what we are feeling, and 2) learning the words for describing feeling states. Both are practices, which means we will have to make multiple attempts and get it wrong many times, before we become skilled communicators of our feelings. I encourage you to print out an overview of both positive and negative feelings and put this in a prominent place on your desk. A helpful overview is Robert Plutchik's Wheel of Emotions, but any other overview will do, as long as it helps you to start naming and communicating what you are feeling.

"But I cannot possibly tell people that I am feeling ________ (insert negative emotion here)." I hear this excuse all the time. We fail to realize that, in a physical analog setting, we would be picking up on each other’s emotions anyway. We may not actively discuss these emotions, but you can be sure I am noticing that you are frustrated, bored, or just plain angry. When I am experiencing you in a live setting, I have the option of (subtly) reacting to your emotional states. In small and often unconscious ways, I will adapt my behavior in the interest of improving and strengthening our relationship, if that is what I am after. In the remote setting, I will miss out on all these subtle clues about your state of mind, unless you actively communicate them to me. This means I have much less information to act on: to show empathy or to respond adequately to the situation. In the long- or mid-term, this is likely to erode our relationship. A few weeks later, I will notice that we are not as close or trusting with each other as before.

As I see it, communicating our feelings is an opportunity to lead in terms of online behavior. We can go first in strengthening our relationships in a remote context instead of watching passively as they gradually erode. Becoming aware of and communicating our feelings also naturally makes us more empathic towards others. Of course, we can also ask others what they are feeling and experiencing. I would advise caution with this. Putting others under any form of pressure to share their feelings may backfire. Go first, be brave, and in the interest of reinserting the humanity in digital connections, actively communicate your feelings online.

b) Skillset part 2 – Needs

As with feelings, the enrichment of online conversations works through active communication of our needs in the moment. Again, we are usually unaware of what we really need in a particular situation and are usually limited in terms of the vocabulary needed for talking about needs. Expressing which need we want to have met in the moment is another element taken from the Non-Violent Communication method.

All human beings have a shared set of universal needs, that are more or less important to us at different times. We universally recognize all needs however, making it more or less impossible to have an argument about anyone needing anything at this level. Examples of universal needs are belonging, rest, contribution, challenge, understanding, and autonomy. As with feelings, there are different lists and overviews, but the point is not to find a definitive or exhaustive taxonomy. We all have a right to our needs and to finding ways to meeting them, although we can argue about the strategies we use to do this.

In the Rich Conversations Model, actively communicating what it is that I need, allows others to understand what I am trying to achieve with my behavior. For example, instead of simply becoming frustrated at the lack of response and general silence meeting a proposal I just made in a videocall, I can communicate that collaboration is important to me right now and that I would be happy if the others give me their opinions and feedback. This allows my conversation partners to understand what it is that I am really after, to react to me with empathy, and to figure out a shared course of behavior that can meet my needs as well as theirs. Some of them may even communicate their own needs in response, for example that they need more clarity and structure to understand the proposal before commenting. All of this would remain implicit and lost in the fog of the digital space if I do not proactively communicate my needs.

In the same way as with feelings, asking others about their needs is good communication practice. Nevertheless, I again recommend going first and leading by example by expressing your own needs first. If we all focus on enriching our own dialogue first, we will have made a significant leap in deepening online conversations, without trying to make anyone else do anything they are not ready to do.

c) Skillset part 3 – Intent

The third and final aspect of the Rich Conversations Model is to communicate your intent in speaking. This means you need to be aware of your motivations for contributing to the conversation. What is it that you are trying to achieve? Why are you speaking? The challenge here is finding a short and pertinent motivation and again actively communicating this in an authentic way. For example, you may be contributing to a discussion, and your intent is to summarize the points of view you heard so far in order to come to a vote on the issue. If your listeners don’t know this, they will get frustrated (which happens much faster online) that you are repeating the statements of others. If you say, »I am going to quickly recap the opinions I heard so far, and then we can vote on the issue«, everyone understands the purpose and can sit back and listen to you without the stress of uncertainty.

In both digital and analog settings, we are constantly making best guesses about why others act the way they do, as well as their motives for speaking. But these guesses are informed by how we think and are therefore usually wrong. Because I am missing so much interpersonal information when speaking with you online, I will have even less clues to base my guesses on. Additionally, communicating our intent will help others listen to us with more understanding in the desert of digital dialogue. I know where you are headed with this, because you just told me, and it is easier for me to focus on you on my screen and listen to you over my headphones when I know what you are trying to achieve.

 

THE MINDSET

 

As may have become clear from the part on skillset, applying the Rich Conversations Model requires a courageous, authentic and vulnerable mindset. Meaning the skillset can only be applied well if I have the corresponding motivating beliefs. Good, trustful relationships, both off- and online, are not created or strengthened without some effort. This has more to do with the psychological effort of opening up and sharing my subjective experience however, and not so much with the effort of force of will.

 

People who are willing to have rich conversations believe that opening up, being vulnerable, exposing their true feelings and needs, as well as going first in sharing these, contributes to deepening relationships online. They see it as their part in bridging the digital communication gap. Instead of seeing remote relationship as a second-best option and fatalistically accepting the loss of depth and eroding of trust that comes along with it, they actively intervene by compensating for the loss of humanity online.

I can’t expect others to share their feelings, needs and intent if I don’t go first. I will need to lead by example, conquer my own squeamishness, and enrich my own speaking in the digital space. Doing this, I will risk others being surprised and perhaps uncomfortable with my transparency at first. But I do this with confidence in the knowledge that I am strengthening the social connections with my team, with my colleagues,  and with my partners, instead of allowing them to slowly erode due to physical distance.

-Katrijn Van Oudheusden

23/12/2020, 09:39 - Raman Bharadwaj: What People (Still) Get Wrong About Emotional Intelligence

 

by 

 

Daniel Goleman

 

December 22, 2020

 



 

Tara Moore/Getty Images

 

Summary.   

Many people assume that having emotional intelligence means being“nice.” But this perception obscures some fundamental benefits to developing one’s EI. For example, simply saying someone is nice can belie the fact that they’re only nice to some people and not others. Or, if you think that being nice simply means being a pushover, you might not take advantage of the EI framework’s capacity to teach you about productive conflict management. You might also fail to consider or check the dark side of your own EI — an ability to influence or manipulate someone without their interests in mind. By understanding how EI actually works, you can have powerful, productive conversations that build up your ability to influence and lead across all your relationships.

 

In the 25 years since my book Emotional Intelligence was published, one of the most persistent things I see people get wrong about the concept is that it equates to being “nice.” But it doesn’t, and misunderstanding this can get people into trouble.

The first thing that often comes to mind when someone says a colleague is “nice” is that they’re pleasant to work with. But this attitude can obscure more subtle challenges. Take, for example, the question of who the person is nice to. I think of a manager I knew who was charming, polite, and very willing to please — to clients and to her boss. She was undeniably nice to them. But when I spoke to people who had worked for her, I found that she created a toxic workspace for her direct reports. She was hyper-critical, aloof, and abrasive. All of these relationships matter when developing your emotional intelligence.

On the flip side, especially in some competitive business contexts, I also see niceness interpreted as someone who tries to avoid confrontations and is thus easily manipulable. Why would you want to work on your emotional intelligence if it just means that you’re going to be walked all over? Or, if you’re responsible for designing development for your people, why would you want to create a company of “nice” people — don’t you want to create a company of people who are “strong”?

In fact, being skilled in each of the four components of emotional intelligence would allow you to have confrontations when you need to, and to do it more strategically and productively. As I’ve written about elsewhere, those components are: self-awareness, self-management, social awareness, and relationship management. (You’ll notice that none of these is aligned with “niceness.”)

How do these concepts apply to handling a confrontation? If you’re worried about being walked all over, you might be prone to err too much in the other direction, venting your anger at the person and exacerbating the situation. If you are truly conflict-averse, you might avoid the confrontation altogether. Emotional intelligence provides a middle way between these extremes. Strong self-awareness and self-management would let you control your initial impulses or any anxiety you might have around the conversation. A highly developed sense of empathy — that’s part of social awareness — would allow you see the situation from the other person’s point of view, so you could present your argument to them in a way that makes them feel heard, or that speaks to their own interests. And handling conflict is an important part of relationship management. You’d say what you have to say, clearly and strongly, and in a way the other person can hear.

Take, for example, the founder-CEO of a company I know. He has always avoided conflict; this became a particular problem for his company because he shied away from ever telling his employees that they needed to work harder. It got so bad that he had other employees calling him telling him that their colleagues were slacking off so much that it they couldn’t do their own jobs. So the CEO began working with a coach who helped him speak to the laggards, telling them clearly what he expected of them — without threats or blame, but also without passivity. And to his surprise, the conversations went smoothly and the former slack-offs started pulling their own weight. Since then he’s becoming much more assertive about confronting his shirking employees.

This is a common story — I’ve seen many people develop their ability to manage confrontations strategically in this way. This is emotional intelligence at its best, and I don’t want people to miss out on its benefits because they dismiss it as passivity.

However, it is also possible for people who display certain kinds of emotional intelligence to be overly strategic in their approach. (This disadvantage gets obscured if you think of EI as just being “nice.”) That’s because having strong EI means that to some degree you have the ability to manage the emotions of those around you as well as your own. This can quickly become problematic.

Take empathy. There are three different kinds of empathy that reside in different parts of the brain:

 

Cognitive: I know how you think.

 

Emotional: I know how you feel.

 

Empathetic concern: I care about you.

 

Let’s say you’re really good at the first two of these but not the third. Alone they can easily be used to manipulate people. We see this in many overachieving bosses in command-and-control cultures: they tend to be pacesetters who get promoted because they have very high personal standards of excellence. They are great at pushing people to meet short-term targets — they communicate well because of their cognitive empathy and know their words will carry weight with their employees because of their emotional empathy — but because of their lack of empathetic concern they don’t care what the cost is to the person. In addition to being morally wrong, that creates emotional exhaustion and burns people out.

One CFO at a healthcare system, for example, was fixated on the organization’s bottom line. He used what he knew about the top management team to convince them to ratchet up the number of patients each physician had to see in a given period to increase profits. He didn’t care about the emotional cost and physical toll this took on his physicians. Eventually an executive coach, however, pointed out how badly he needed to boost his empathic concern, citing concerning signs of depression and anxiety among the medical staff as well as the high turnover rate. It turned out that the CFO was already adept at displaying empathetic concern for family and friends, but he had not demonstrated it at work. Under the coach’s guidance, he was able to adapt this skill for a high-intensity workplace. He started listening to the complaints of his medical staff and collaborated with them to identify a more humane level of demand.

Leaders who develop their emotional intelligence more deliberately will be more attuned not only to all aspects of empathy, but to all four components of emotional intelligence, in all the relationships they encounter. Believing that emotional intelligence simply means being “nice” obscures what makes this framework so useful — and prevents leaders from having powerful, productive conversations that build up their ability to influence and lead in all their relationships.

 

DG

 

Daniel Goleman, best known for his writing on emotional intelligence, is Co-Director of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. His latest book is Building Blocks of Emotional Intelligence, a 12-primer set on each of the emotional intelligence competencies, and he offers training on the competencies through an online learning platform, Emotional Intelligence Training Programs. His other books include Primal Leadership: Unleashing the Power of Emotional Intelligence and Altered Traits: Science Reveals How Meditation

23/12/2020, 11:30 - Raman Bharadwaj: What Are the Characteristics of a Good Leader?

 

September 10, 2020

Leaders shape our nations, communities, and organizations.

We need good leaders to help guide us and make the essential large-scale decisions that keep the world moving.

Our society is usually quick to identify a bad leader, but do we know how to identify a good one? What would most people say makes a good leader?

 

The Characteristics & Qualities of a Good Leader

 

Based on our research, we’ve found that great leaders consistently possess these 10 core leadership skills:

 

Integrity

 

Ability to delegate

 

Communication

 

Self-awareness

 

Gratitude

 

Learning agility

 

Influence

 

Empathy

 

Courage

 

Respect

 

Integrity

The importance of integrity should be obvious. Though it may not necessarily be a metric in employee evaluations, integrity is essential for the individual and the organization. It’s especially important for top-level executives who are charting the organization’s course and making countless other significant decisions. Our research show that integrity may actually be a potential blind spot for organizations. Make sure your organization reinforces the importance of integrity to leaders at various levels.

Ability to Delegate

Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate effectively. The goal isn’t just to free yourself up — it’s also to enable your direct reports, facilitate teamwork, provide autonomy, lead to better decision-making, and help your direct reports grow. In order to delegate well, you also need to build trust with your team.

Communication

Effective leadership and effective communication are intertwined. You need to be able to communicate in a variety of ways, from transmitting information to coaching your people. And you must be able to listen to, and communicate with, a wide range of people across roles, social identities, and more. The quality and effectiveness of communication across your organization directly affects the success of your business strategy, too. Learn how better conversations can actually improve your organizational culture.

Self-Awareness

While this is a more inwardly focused skill, self-awareness is paramount for leadership. The better you understand yourself, the more effective you can be. Do you know how other people view you, or how you show up at work? Take the time to learn about the 4 aspects of self-awareness, and how you can dig into each component.

Gratitude

Being thankful can make you a better leader. Gratitude can lead to higher self-esteem, reduced depression and anxiety, and even better sleep. Few people regularly say “thank you” at work, even though most people say they’d be willing to work harder for an appreciative boss. Learn how to give thanks and practice more gratitude in the workplace.

Learning Agility

Learning agility is the ability to know what to do when you don’t know what to do. If you’re a “quick study” or are able to excel in unfamiliar circumstances, you might already be learning agile. But anybody can foster learning agility through practice, experience, and effort. Explore how great leaders are great learners, with strong learning agility to get started.

Influence

For some people, “influence” feels like a dirty word. But being able to convince people through logical, emotional, or cooperative appeals is a component of being an inspiring, effective leader. Influence is quite different from manipulation, and it needs to be done authentically and transparently. It requires emotional intelligence and trust-building. Find out how the 4 keys to influencing others.

Empathy

Empathy is correlated with job performance and a critical part of emotional intelligence and leadership effectiveness. If you show more empathy towards your direct reports, our research shows you’re more likely to be viewed as a better performer by your boss. Empathy can be learned, and in addition to making you more effective, it will also improve work for you and those around you.

Courage

It can be hard to speak up at work, whether you want to voice a new idea, provide feedback to a direct report, or flag a concern for someone above you. That’s part of the reason courage is a key skill for good leaders. Rather than avoiding problems or allowing conflicts to fester, courage enables leaders to step up and move things in the right direction. A psychologically safe workplace culture encourages speaking the truth.

Respect

Treating people with respect on a daily basis is one of the most important things a leader can do. It will ease tensions and conflict, create trust, and improve effectiveness. Respect is more than the absence of disrespect, and it can be shown in many different ways. Explore how you can cultivate a climate of respect at work.

 

Putting It Together: The Characteristics of a Good Leader

 

While successful leaders may exhibit these 10 leadership skills to varying degrees, all good leaders leverage at least some — or most — of these characteristics. Together, they make up the backbone of leadership across leader levels, industries, and continents. Without these skills, true leadership is impossible.

If you don’t feel like these characteristics of a good leader adequately describe you, don’t panic — there are ways for you to improve on your leadership capabilities, including all 10 of these core skills. At CCL, we believe that leadership is a skill that can be developed and that leaders are molded through experience, continued study, and adaptation.

In other words, you can strengthen any of these 10 characteristics and qualities of a good leader if you’re open to growth and you put in the time and effort towards self-improvement. Similarly, organizations can help their people hone these skills through leadership development training and real-world experience.

 

It’s also essential to realize that leadership is a social process. If you demonstrate several of the characteristics of a good leader but fail to grasp this, chances are you won’t get very far on your own. You may be well liked and respected, but it will be challenging to accomplish team or organizational goals.

Also, leadership isn’t a destination — it’s something that you’ll have to work at regularly throughout your career, regardless of what level you reach in your organization.

Leadership is less about a strong or charismatic individual and more about a group of people working together to achieve results. That’s why we say that leadership is a journey — different teams, projects, situations, and organizations will require you to apply these skills in different ways.

 

Develop the Qualities of a Good Leader

 

Organizations can strengthen leadership skills and foster deeper levels of engagement at work through providing a variety of development opportunities, ranging from on-the-job learning and mentoring, to more formal virtual executive coaching or leadership development programs.

But individuals don’t have to wait to begin strengthening these characteristics and qualities of a good leader within themselves — you can start today.

23/12/2020, 11:32 - Raman Bharadwaj: October 15, 2020

 

Why Resilient Leadership Is Important

 

Resilience is our ability to bounce back from adversity. It’s what allows us to recover from change or hardship, whether in the workplace or life more generally.

Today, as we adapt to unprecedented social distancing and public health requirements in our professional and personal lives, changes seem to come at lightning speed — and our resilience is tested more than ever.

As a leader, it’s important that you demonstrate resiliency for your colleagues at work. Someone with resilient leadership is someone who demonstrates the ability to see failures as minor setbacks, with the tenacity to bounce back quickly. In difficult times, your people are looking to you for emotional strength and courage as you remain positive and look for new opportunities. They’re looking for you to set the direction and light the path.

If you practice resilient leadership, you’ll project a positive outlook that will help others maintain the emotional strength they need to commit to a shared vision, and the courage to move forward and overcome setbacks.

 

If the COVID era is testing your ability to bounce back, there are steps you can take to advance and thrive. By modifying your thoughts and actions, you can change your views, habits, and responses. Not only will that help to broaden your own outlook and build resilient leadership, it will also inspire your team to become more adaptable.

 

8 Steps to Enhance Resilient Leadership

 

To become more resilient, focus on the following 8 practices:

 

Develop and nurture a broad network of personal and professional relationships. Personal relationships create a strong base of support — a critical element in achieving goals, dealing with hardships, and developing perspective. Remember that relationships are important for your team, too.

 

Be intentional about setting aside time to contact your connections. Socialization outside of work conference calls is important and should be part of our daily routines, even if it’s brief.

 

In addition to lowering your blood pressure and cholesterol, we know that regular exercise improves your ability to process stress and simultaneously increases your resilience. Learn more about how exercise in linked to leadership effectiveness.

 

Detaching from work and making time for the recommended 7-8 hours of sleep each night is scientifically proven to strengthen resilient leadership. Learn more about how sleep makes you stronger.

 

Whether you’re celebrating success or enduring hardship, make time for mindfulness. Mindfulness fosters learning, new perspectives, and a degree of self-awareness that can enhance your resiliency

 

6. Embrace new perspectives, gain new understandings, and apply them during times of change. Don’t hold onto old behaviors and skills just because they’re familiar, especially when it’s obvious that they don’t work anymore. Remember, great leaders are great learners.

7. Deliberately enhance and prolong your positive moods, experiences, and emotions. Consciously savoring the good things in life is important because neuroscience research suggests that our brains have a negativity bias, so leaders must be intentional about reaching for positivity in order to enhance resilient leadership. Learn more about how to maximize joy through savoring.

8. Take time to acknowledge and appreciate small things throughout your day. The more purposeful you are about practicing gratitude, the more things will naturally trigger a feeling of thankfulness.  Giving thanks will actually make you a better leader.

Together, these 8 resilient leadership practices will make you a happier, more successful person, both as a leader at work and as an adaptable, future-ready individual.

23/12/2020, 11:37 - Raman Bharadwaj: The Power of Respect

 

A little respect goes a long way.

In fact, when it comes to addressing conflict or tension, our research team recently found that treating people with respect on a daily basis is one of the most helpful things a leader can do.

“At work and in our communities, we are often faced with uncertainty or tension around our differences,” says CCL’s Kelly Hannum, co-author of our research on Leading Across Differences.

That’s why a key challenge for leaders is to help establish and nurture respectful relationships among many different groups.

 

3 Indicators of Respect

 

As part of this research, a survey of 3,041 individuals across 10 countries revealed that being respectful is not just helpful when addressing conflicts between groups; it’s also viewed as a critical leadership responsibility.

“Treating people with respect seems obvious, but it may not be as intuitive as you think,” Hannum explains. She specifies 3 key factors from the research that indicate what respect really means to people:

 

Respect is about listening. People feel respected when they have been heard and understood. Being genuinely interested in and open to others strengthens relationships and builds trust. You don’t need to agree with or like the other person’s viewpoint. Taking the time to listen to someone’s experience, ideas, and perspectives is respectful, even if you choose another path.

 

Respect isn’t the absence of disrespect. Eliminating active disrespect — such as rude, insulting, or devaluing words or behaviors — doesn’t create respect. Respect is an action: We show respect; we act respectfully; we speak with respect. “Leaders need to know that the absence of disrespect doesn’t have the same positive impact in resolving disagreement, conflict, or tension as does the presence of respect,” says Hannum.

 

Respect is shown in many ways. The perception of respect is influenced by culture and family, peers, and social relationships. Status, power, and role all create the context in which respect is interpreted. Leaders need to take the time to understand how respect is given and received in cultures and groups other than the ones they think of as “normal.”

 

“You may not need to make huge changes in your behavior to be more effective,” Hannum says. “Just understanding and acknowledging as valid what others expect from you will make a difference.”

 

Respect, at it's core is a continous process of paying  attention to people.

 

How to Cultivate Respect in Your Organization

 

You can help cultivate a climate of respect in the following ways:

 

Exhibit an interest in and appreciation of others’ perspectives, knowledge, skills, and abilities.

 

Express recognition and gratitude for the efforts and contributions of others.

 

Openly communicate information about policies and procedures so everyone has access to and is operating with similar information.

 

Clarify decision-making processes, and when appropriate, seek input into those processes.

 

Take concerns seriously.

 

If someone or a group feels “wronged,” seek to understand that perspective and offer a genuine apology if warranted.

 

At its core, respect is a continuous process of paying attention to people. We get into habits and make assumptions that, if unchecked, can lead to misunderstandings and ineffective behaviors.

 

23/12/2020, 12:36 - Raman Bharadwaj: Father of Modern HR, Dave Ulrich on HR Trends for 2021 - by Sightsin Plus, December 22, 2020

HR professionals need to be clear about their unique contributions to value captured for all stakeholders from insights with impact about talent, organization, and leadership.

In Conversation with Dave Ulrich, Professor, Ross School of Business, University of Michigan Partner, The RBL Group on HR 2021: Discovering Opportunities Out of Adversity.

 

Dave Ulrich, the Rensis Likert professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group. He has published over 200 articles and book chapters and over 30 books on organization, talent, leadership, and HR… He edited Human Resource Management 1990-1999, served on editorial board of 4 Journals, on the Board of Directors for Herman Miller, and Board of Trustees at Southern Virginia University, and is a Fellow in the National Academy of Human Resources. He is sharing with us his perspectives on how HR adds value to the business…

 

Q- How has been your experience in 2020 as an HR Thought Leader, and how do you look forward to the coming year?

 

The year 2020 has been an unprecedented year of global pandemic, manifest social injustice, political strife, economic turbulence, and emotional malaise (whew!). Countless people have suffered and, with others, I mourn with those that mourn and attempt to comfort those that need comfort. These challenging times have increased HR’s role and responsibility for people and organization success.

Now, it is time to peek into 2021 and anticipate what might happen next and emerge from these adversities.  

 

Q- How do you look the HR Trends in 2021?

 

In some ways the future is the same as the past in that HR should continue to help create, deliver, and capture value for internal (employee and organization) and external (customer, investor, and community) stakeholders. But, the future value will come from inventive thinking about principles, contributions, and actions. 

Three Principles in Progress: With the unprecedented 2020 crises, it is problematic to propose a definitive new normal or to speculate with precision what new practices will emerge from this virus. Instead, let me suggest three general principles in progress that likely to occur in 2021. 

 

Increasing personalization. Personalization refers to leaders treating individuals differently based on their personal circumstances (lifestyle, age, style, demographics)  In addition personalization highlights more focus on emotional and empathic responses to individual needs.

 

Redefining boundaries of work from place to values.  Traditionally, people go “to work”, are “at work”, and return “from work.”  With this mindset, work represented a physical space and place boundary.  In the future, work boundaries are more likely to be defined by values than place.  Employees (anywhere, anytime) who create value for customers are “at work”.

 

Harnessing uncertainty.  While people and organizations want certainty (high predictability, low risk), these crises remind us that we need to learn to not just tolerate, but harness uncertainty.  From many disciplines (military, neurology, investment, health, and even religion), we can discern 5 practices for harnessing uncertainty: tame apprehensions, envision the future, regulate expectations, experiment nimbly, collaborate frequently.

 

These principles in progress become assumptions about how to think about the future of work in 2021.

Three Contributions: Based on these principles, HR professionals need to be clear about their unique contributions to value captured for all stakeholders from insights with impact about talent, organization, and leadership.  In formal and informal business dialogues, HR can explore emerging trends in for each of these contributions of HR work.

 

Deliver improved individual talent. Employees will continue to be the key ingredients of any organization.  There will likely be an increased focus on soft skills (e.g., goal setting, engaging people, respecting differences) and even more attention to the employee experience through meaning (believe), learning and growth (become), and relationships (belong)..   

 

Reinvent organization capability. HR and business leaders will be charged to build organization capabilities of information asymmetry, customer anticipation, agility, and the right culture.  In our research, these organization capabilities have 3 to 4 times the impact on business results that individual competencies (or talent).

 

Create better leadership. Individual leaders matter in any age, but distributed and collective leadership matters more now than ever.  Leaders will likely exist throughout an organization at all levels who not only have the right basic leadership skills, but also the skills that create value for customers and investors.

 

As HR professionals discover insights in these three contributions, HR is not about HR, but about ensuring talent, organization, and leadership initiatives that help organizations succeed in their marketplace.  

Three HR Actions: Based on the principles in progress and contributions, HR will need to be delivered in innovative ways.

 

Design the right HR department.  Too often transforming an HR department is only about the design and organization of the HR department.  We have found that there are two dimensions of an effective HR department: [1] 9 characteristics of an effective HR department and [2] 4 stages of an HR department evolution.  Rather than just redesign the HR department, this logic of 4 levels of maturity and 9 dimensions of HR offers a roadmap for HR transformation.

 

Build the right HR competencies.  We have studied HR competencies and their impact on personal and business results for over thirty years.  We anticipate that 2021 will require HR professionals to have emerging skills in separating signal from noise, creating information asymmetries, creating social citizenship, and offering anticipatory solutions.   We are currently testing the relative impact of these HR competencies on key outcomes. 

 

Offer an Organization Guidance System.  Given the evolution of information (analytics) and technology (digital), it is now time to provide an Organization Guidance System (OGS) to move talent, leadership, capability, and HR initiatives from being descriptive to prescriptive.  In 2021, business and HR leaders will be able to make data based portfolio decisions about how to deliver results with rigorous guidance (see www.rbl.ai) 

 

Q- Any concluding remarks?

 

To emerge from the 2020 crises,  HR can help organizations and individuals succeed by recognizing three principles of personalization, value based boundaries, and harnessing uncertainty;  delivering contributions in talent, leadership, and organization; and creating better HR departments and professionals through an Organization Guidance System.  By so doing, 2021 may offer a very exciting opportunity for HR to create, deliver, and capture value for all stakeholders. Thank you, Dave!

 

 

 

 

23/12/2020, 15:33 - Raman Bharadwaj: *How Great Coaches Ask, Listen, and Empathize.* by Ed Batista, February 18, 2015.

 

Historically, leaders achieved their position by virtue of experience on the job and in-depth knowledge. They were expected to have answers and to readily provide them when employees were unsure about what to do or how to do it. The leader was the person who knew the most, and that was the basis of their authority.

 

Leaders today still have to understand their business thoroughly, but it’s unrealistic and ill-advised to expect them to have all the answers. Organizations are simply too complex for leaders to govern on that basis. One way for leaders to adjust to this shift is to adopt a new role: that of coach. By using coaching methods and techniques in the right situations, leaders can still be effective without knowing all the answers and without telling employees what to do.

 

Coaching is about connecting with people, inspiring them to do their best, and helping them to grow. It’s also about challenging people to come up with the answers they require on their own.

 

Coaching is far from an exact science, and all leaders have to develop their own style, but we can break down the process into practices that any manager will need to explore and understand. Here are the three most important:

 

Ask

Coaching begins by creating space to be filled by the employee, and typically you start this process by asking an open-ended question.

 

After some initial small talk with my clients and students, I usually signal the beginning of our coaching conversation by asking, “So, where would you like to start?” The key is to establish receptivity to whatever the other person needs to discuss, and to avoid presumptions that unnecessarily limit the conversation. As a manager you may well want to set some limits to the conversation (“I’m not prepared to talk about the budget today.”) or at least ensure that the agenda reflects your needs (“I’d like to discuss last week’s meeting, in addition to what’s on your list.”), but it’s important to do only as much of this as necessary and to leave room for your employee to raise concerns and issues that are important to them. It’s all too easy for leaders to inadvertantly send signals that prevent employees from raising issues, so make it clear that their agenda matters.

 

In his book Helping, former MIT professor Edgar Schein identifies different modes of inquiry that we employ when we’re offering help, and they map particularly well to coaching conversations. The initial process of information gathering I described above is what Schein calls “pure inquiry.” The next step is “diagnostic inquiry,” which consists of focusing the other person’s attention on specific aspects of their story, such as feelings and reactions, underlying causes or motives, or actions taken or contemplated. (“You seem frustrated with Chris. How’s that relationship going?” or “It sounds like there’s been some tension on your team. What do you think is happening?” or “That’s an ambitious goal for that project. How are you planning to get there?”)

The next step in the process is what Schein somewhat confusingly calls “confrontational inquiry.”

He doesn’t mean that we literally confront the person, but, rather, that we challenge aspects of their story by introducing new ideas and hypotheses, substituting our understanding of the situation for the other person’s. (“You’ve been talking about Chris’s shortcomings. How might you be contributing to the problem?” or “I understand that your team’s been under a lot of stress. How has turnover affected their ability to collaborate?” or “That’s an exciting plan, but it has a lot of moving parts. What happens if you’re behind schedule?”)

In coaching conversations it’s crucial to spend as much time as needed in the initial stages and resist the urge to jump ahead, where the process shifts from asking open-ended questions to using your authority as a leader to spotlight certain issues. The more time you can spend in pure inquiry, the more likely the conversation will challenge your employee to come up with their own creative solutions, surfacing the unique knowledge that they’ve gained from their proximity to the problem.

 

Listen

It’s important to understand the difference between hearing and listening. Hearing is a cognitive process that happens internally — we absorb sound, interpret it, and understand it. But listening is a whole-body process that happens between two people that makes the other person truly feel heard.

Listening in a coaching context requires significant eye contact, not to the point of awkwardness, but more than you typically devote in a casual conversation. This ensures that you capture as much data about the other person as possible — facial expressions, gestures, tics — and conveys a strong sense of interest and engagement.

 

Effective listening also requires our focused attention. Coaching is fundamentally incompatible with multitasking, because while you may be able to hear what another person is saying while working on something else, it’s impossible to listen in a way that makes the other person feel heard. It’s critical to eliminate distractions. Turn off your phone, close your laptop, and find a dedicated space where you won’t be interrupted.

 

Coaching conversations can take place over the phone, of course, and in that medium it’s even more important to refrain from multitasking so that in the absence of visual data, you can pick up on subtle cues in someone’s speech.

In my experience taking brief, sporadic notes in a coaching conversation helps me to stay focused and lessens the burden of maintaining information in my working memory (which holds just five to seven items for most people.) But note-taking itself can become a distraction, causing you to worry more about accurately capturing the other person’s comments than about truly listening. Coaching conversations aren’t depositions, so don’t play stenographer. If you feel the need to take notes, try writing one word or phrase at a time, just enough to jog your memory later.

 

Empathize

Empathy is the ability not only to comprehend another person’s point of view, but also to vicariously experience their emotions. Without empathy other people remain alien and opaque to us. When present it establishes the interpersonal connection that makes coaching possible.

 

A key to the importance of empathy can be found in the work of Brené Brown, a research professor at the University of Houston whose work focuses on the topics of vulnerability, courage, worthiness and shame.

 

Brown defines shame as “the intensely painful feeling or experience of believing that we are flawed and therefore unworthy of love and belonging.” Empathy, Brown notes, is “the antidote to shame.” When employees need your help they are likely experiencing some form of shame, even if it’s just mild embarrassment — and the more serious the problem, the deeper the shame. Feeling and expressing empathy is critical to helping the other person defuse their embarrassment and begin thinking creatively about solutions.

 

But note that our habitual expressions of empathy can sometimes be counterproductive.

 

Michael Sahota, a coach in Toronto who works with groups of software developers and product managers, explains some of the traps we fall into when trying to express empathy:

 

We compare our issues to theirs (“My problem’s bigger.”), try to be overly positive (“Look on the bright side.”), or leap to problem-solving while ignoring what they’re feeling in the moment.

 

Finally, be aware that expressing empathy need not prevent you from holding people to high standards. You may fear that empathizing is equivalent to excusing poor performance but this is a false dichotomy.

 

Empathizing with the difficulties your employees face is an important step in the process of helping them build resilience and learn from setbacks. After you’ve acknowledged an employee’s struggles and feelings, they’re more likely to respond to your efforts to motivate improved performance.

 

When you coach as a leader you don’t need to be the expert. You don’t need to be the smartest or most experienced person in the room. And you don’t need to have all the solutions. But you do need to be able to connect with people, to inspire them to do their best, and to help them search inside and discover their own answers.

 

Ed Batista (@edbatista) is an executive coach and an Instructor at the Stanford Graduate School of Business. He writes regularly on issues related to coaching and professional development at edbatista.com, he contributed to the HBR Guide to Coaching Your Employees, and is currently writing a book on self-coaching for HBR Press.

 

23/12/2020, 15:51 - Raman Bharadwaj: I looked and just told my suitcases, "Sorry, we aren't going on a vaccation this year"

Am now dealing with an emotional baggage.

In a lighter vein I told my brief case too the same and

am dealing with an EEC - ECONOMIC EMOTIONAL BAGGAGE.

 

23/12/2020, 16:53 - Raman Bharadwaj: How to Actually Encourage Employee Accountability

by Ron Carucci

November 23, 2020

 

Summary.   

Companies have been struggling to define and improve accountability processes —from annual performance appraisals to routine check-ins with the boss — for decades, and most employees still dread the conversations. Most of these processes usually result in forced categorizations in the form of numbers or labels, which can make employees feel threatened, demeaned, and insignificant. Even leaders who are beholden to flawed formal accountability processes can ensure that their employees feel their work is honored while simultaneously embracing opportunities to improve. In order to do so, dignity, fairness, and restoration must form the backbone of ongoing performance-related conversations.

 

Fewer words in corporate vernacular induce a tighter wince than “accountability,” and for good reason. Companies and leaders have grappled with what it is and how to achieve it effectively for decades. Ask anyone if they look forward to their performance evaluation or periodic check-in with their boss, and most will give an emphatic “no.”

 

Data shows that 82% of managers acknowledge they have “limited to no” ability to hold others accountable successfully, and 91% of employees would say that “effectively holding others accountable” is one of their company’s top leadership-development needs. Research also confirms how insignificant today’s accountability systems make employees feel. Gallup found that only 14% of employees feel their performance is managed in a way that motives them, 26% get feedback less than once per year, 21% feel their performance metrics are within their control, and 40% feel as if their manager holds them accountable for goals they set. Add to that the fact that 70% of employees feel their managers aren’t objective in how they evaluate their performance, and it comes as no surprise that 69% of employees don’t feel they’re living up to their potential at work.

 

The fundamental problem with accountability is that it now involves little more than the process of accounting.

The scorekeeping nature of this process yields a built-in negativity bias, where leaders reflexively hunt for shortfalls, and the tallying usually ends with a forced categorization — a rating system of numbers or labels, sometimes stack-ranking employees against their peers.

 

I recently spoke with a leader at a client organization just after his performance review, and he was infuriated.

 

“How could he rate me a 3? I’ve always been a 4. My whole career, I’ve been rated at the top! Now, suddenly I’m a 3, just because he’s only allowed to give out a certain number of 4s?”

 

Listen to the painful conclusions this leader is drawing about himself and his boss. What should have been a productive conversation left him obsessed with a number and resentful of the person who consigned him to it. And he’s not alone. A recent neuroscientific study revealed that we respond to being categorically rated with a sense of being threatened — we literally feel unsafe when someone puts us in a box in this way.

 

Accountability processes are the formal and informal ways that leaders talk about, assess, and affirm the contributions of those they lead and the improvements they can make to strengthen those contributions. They include everything from annual performance appraisals to routine check-ins with your boss.

 

Even in the face of deeply flawed formal processes, leaders can ensure that their employees feel their work is honored while simultaneously embracing opportunities to improve. To make that experience commonplace, mere tweaks to the tallying processes of accountability won’t move the needle. Companies must dramatically redefine what it means for leaders to create a culture of accountability. Based on my 30 years of observing leaders who do this well and through my research on accountability, I’ve identified three major shifts leaders need to make to ensure that the accountability experience dignifies employees’ work and challenges them to make greater achievements — without making them feel demeaned or insignificant.

 

Make Dignity the Foundation

 

Managers must understand the weight of their own judgments. A recent study of the brain shows how other people’s opinions of us influence our sense of self-efficacy. When leaders believe their role is to create conditions in which people make their best contributions — and genuinely enjoy doing so — the following core foundations of accountability improve:

Connections between leaders and direct reports deepen. Instead of obligatory monthly or quarterly check-ins during which employees provide rote updates, conversations should be undergirded by a sense of purpose.

 

 

 

 

Questions like, “What did you learn this month?”

or

“What do you feel most proud of?” stir employees’ eagerness to tell their stories of achievement and struggle.

 

The quality of feedback and learning increases. When dignity, not surveillance, is the goal of accountability, the quality of evaluative feedback improves. When employees believe their bosses are genuinely interested in their success, they feel less guarded and less inclined to hide their underperformance. When bosses are committed to their employees’ success and are less focused on documentation, they feel comfortable offering feedback and coaching about underperformance.

One of the simplest ways to dignify those you lead is to ask for the story of their work. Instead of offering a perfunctory “good job” after somebody has finished a project, ask for details (“I’m sure it took more to get here than I can see. Can you talk to me about how you did it?”). As they tell their story, watch how animated they become as they tell you where they struggled and what they felt proud of.

 

Focus on Fairness

 

As I’ve written about before, when accountability systems are seen as fair, people are four times more likely to be honest (especially about their mistakes), act fairly toward others, and serve the organization’s purpose instead of their own interests. Our accountability systems have painfully confused sameness with fairness and have been designed largely to avoid litigation and reduce a manager’s biases. In practice, they’ve done more to stunt individuality, and that’s exactly what makes them unfair.

Prioritizing fairness in our accountability processes allows two very important things to change. First, it reestablishes the connection between contribution and contributor. For decades, in an attempt at creating fairness, conventional thinking has kept the evaluation of work separate from the evaluation of people. This made sense when people were producing large volumes of the same output. But in a knowledge economy, people’s ideas, creativity, and analysis are direct reflections of who they are — the nature of today’s work makes accountability personal. It becomes fair when managers acknowledge contributions as the fruit of the unique talents of their employees. Efforts to force contribution and contributor apart are experienced as invalidating and unfair.

Second, focusing on fairness exposes biases within accountability systems. Plenty of research shows that organizations privilege certain groups via implicit biases within their accountability systems. Viewing these systems through the lens of fairness prompts honest questions about how to change them. Who has access to prized opportunities? What are the existing expectations about who will or won’t excel? Whose voices and ideas get included? Questions like these reveal whether there’s equitable opportunity to succeed, regardless of one’s level of ability, and enable leaders to open up opportunities for people to shine with whatever talents they have. For example, a leader might broaden who gets to speak and present at meetings, or take a new approach to acknowledging traditionally privileged roles (like engineers at tech companies or marketers at branding companies) that levels the playing field for other types of contributions.

I spoke with Hubert Joly, a former CEO of Best Buy, whose acclaimed turnaround of the retailer is well known. Key to that transformation was a new focus on helping individuals be themselves, to “be human.” As Joly told me:

 

When I first started as CEO, and they showed me the forms to fill out about my team’s performance, and they wanted me to put numbers in boxes, I thought, Why would anyone do this? I decided to simply ask people, “How do you feel things went?” — and they would often be harder on themselves than I would have. I would ask, “What do you need from me?” — and they would tell me. It seemed like a much more human approach to holding people accountable.

 

Joly applied that message to the organization as a whole.“What does it look like when we are at our best?,” store associates were asked during the process of setting standards for the company’s new brand. Allowing employees to help define the standards to which they will be held, Joly recognized, leads to better systems of accountability. When people help set the bar, they are far more motivated to reach it, and often exceed it.

To demonstrate your commitment to fairness, ask those on your team — preferably anonymously — if they feel the playing field in your group is level, if they see some roles or people as privileged, or if they view you as you having “favorites.” Even if your intentions are good, people may still feel like they don’t have an equitable chance for success.

 

Make Restoration, Not Blame, the Goal

 

People dread accountability in their organizations. Why? Because when consequences are levied, they often feel shaming and harsh, despite corporate rhetoric about learning from failures. The reflexive response is to hide mistakes or point fingers elsewhere.

If leaders believed that falling short of a goal still had merit, it could radically alter how people treat their own — and others’ — mistakes. As Kathleen Hogan, Microsoft’s Chief People Officer, told me:

 

In a culture where people struggle to admit they don’t know something, calculating risk can be tricky. Being open about failure helps us balance a growth mindset with accountability. We are learning to not just reward success, but also reward people who fell short while getting us closer. We want it to be acceptable to say, “I don’t know, but I will find out.” Learning from our mistakes gets us closer to our desired results — that’s a new form of accountability for us.

 

To treat mistakes restoratively, leaders need humility, grace, and patience. They must see any person’s arc of professional success as more than the sum total of any single assignment. Leaders also need the humility to acknowledge their contribution to people’s failures. Did the person have the resources, skills, team support, and realistic timelines to be successful?

We have a long way to go before accountability within organizations becomes a welcomed process that yields fair, actionable feedback and encourages employees to embrace the opportunity to improve their performance and expand their contributions. Making dignity, fairness, and restoration foundational components of accountability systems is a powerful place to start.

 

Ron Carucci is co-founder and managing partner at Navalent, working with CEOs and executives pursuing transformational change for their organizations, leaders, and industries. He is the best-selling author of eight books, including the recent Amazon #1 Rising to Power. Connect with him on Twitter at @RonCarucci; download his free e-book on Leading Transformation.

23/12/2020, 16:57 - Raman Bharadwaj: 

 

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Leadership

 

The Eight Archetypes of Leadership

 

by 

 

Manfred F. R. Kets de Vries

 

December 18, 2013

 

Although the ghost of the Great Man still haunts leadership studies, most of us have recognized by now that successful organizations are the product of distributive, collective, and complementary leadership. The first step in putting together such a team is to identify each member of the team’s personality makeup and leadership style, so that strengths and competences can be matched to particular roles and challenges. Getting this match wrong can bring misery to all concerned and cause considerable damage.

I was once asked to facilitate in a group coaching intervention for the leadership team at the subsidiary of a large chemical company. A year before Kate (not her real name, the head of the subsidiary) had been moved from head office to take charge. At head office she had always been viewed as a person extremely insightful about personnel decisions. Given her talents in HR, she was seen a good candidate to sort out the mess in that particular subsidiary. It was a big leap in terms of promotion but Kate was given a chance.

Unfortunately, I quickly realized that her tenure had been a disaster. She may have been a good coach but didn’t have what it takes to create greater strategic focus and execute a turnaround. A great amount of money had been spent on consultants and on training a workforce that had no clearer idea at the end of 12 months what they were doing or why. What had dazzled the people at head office had been Kate’s coaching and communication skills. She was at sea, however, in a more operational role.

What can be done to prevent a situation like the one with Kate? There are a number of serious leadership questionnaires that are worlds away from the enneagrams and compatibility tests that litter the coaching circuit. Some of these try to identify certain recurring behavior patterns considered more or less effective in a leadership context. We have also tests to discover whether executives are people or task oriented, autocratic or democratic, transactional or transformational, and variations on all of these. These sorts of questionnaire may be a bit simplistic, but they can help point someone in the right direction on a career or organizational path.

My own approach to leadership assessment is based on observational studies of real leaders, mostly at the strategic apex of their organizations. My aim is to help them see and understand that their attitudes and interactions with people are the result of a complex confluence of their inner theater (including relationships with authority figures early in life), significant life experiences, examples set by other executives, and formal leadership training.

As these influences play out over time, one typically sees a number of recurring patterns of behavior that influence an individual’s effectiveness within an organization.  I think of these patterns as leadership “archetypes,” reflecting the various roles executives can play in organizations and it is a lack of fit between a leader’s archetype and the context in which he or she operates is a main cause of team and organizational dysfunctionality and executive failure.   The eight archetypes I have found to be most prominent are:

 

The strategist: leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth.

 

The change-catalyst: leadership as a turnaround activity. These executives love messy situations. They are masters at re-engineering and creating new organizational ”blueprints.”

 

The transactor: leadership as deal making. These executives are great dealmakers. Skilled at identifying and tackling new opportunities, they thrive on negotiations.

 

The builder: leadership as an entrepreneurial activity. These executives dream of creating something and have the talent and determination to make their dream come true.

 

The innovator: leadership as creative idea generation. These people are focused on the new. They possess a great capacity to solve extremely difficult problems.

 

The processor: leadership as an exercise in efficiency. These executives like organizations to be smoothly running, well-oiled machines. They are very effective at setting up the structures and systems needed to support an organization’s objectives.

 

The coach: leadership as a form of people development. These executives know how to get the best out of people, thus creating high performance cultures.

 

The communicator: leadership as stage management. These executives are great influencers, and have a considerable impact on their surroundings.

 

Working out which types of leaders you have on your team can work wonders for your effectiveness as a group.  It helps you to recognize how you and your colleagues can individually make their best contributions. This will in turn create a culture of mutual support and trust, reduce team stress and conflict, and make for more creative problem solving. It also informs your search for new additions to the team: what kinds of personality and skills are you missing?

Kate’s story had a happy ending. The group coaching session made it clear that the problem was not so much Kate’s lack of ability but rather that team lacked specific leadership qualities.  If the team incorporated an executive with a strategic outlook and who had turnaround skills and experience then Kate’s skills as a communicator and coach would be more effectively leveraged to resolve the subsidiary’s crisis. After talking to the head of talent management at head office we were able to identify exactly such a person, creating a more rounded team and helping Kate to fulfill her mandate.

 

MV

 

Manfred F. R. Kets de Vries is an executive coach, psychoanalyst, and management scholar. He is the Distinguished Clinical Professor of Leadership Development and Organizational Change at INSEAD in France, Singapore, and Abu Dhabi. His most recent book is Down the Rabbit Hole of Leadership: Leadership Pathology in Everyday Life.

23/12/2020, 17:00 - Raman Bharadwaj: How to Spot an Incompetent Leader

 

by 

 

Tomas Chamorro-Premuzic

 

March 11, 2020

 



 

Summary.   

If we want less incompetent men in leadership roles, those responsible for judging candidates need to improve their ability to distinguish between confidence and competence. The good news is that, for some time now, we have had at our disposal scientifically valid assessments to predict and avoid managerial and leadership incompetence. There are systematic individual differences in how people present themselves, and these differences predict people’s leadership style and competence. When you are able to put thousands of leaders through the same self-report questionnaires, and you link their responses to their leadership style, performance, and effectiveness, you can identify the key patterns of self-presentation that characterize good and bad leaders. The bad news is that, despite the availability of such tools, very few organizations are using them.

 

If you want to understand why some companies have a toxic culture, underperform relative to their potential, and eventually collapse — look no further than the quality of their leadership teams. Whereas competent leaders cause high levels of trust, engagement, and productivity, incompetent ones result in anxious, alienated workers who practice counterproductive work behaviors and spread toxicity throughout the firm. Consider that the economic impact of avoiding a toxic worker is two times higher than that of hiring a star performer.

Incompetent leaders are the main reason for low levels of employee engagement, and the prevalent high levels of passive job seeking and self-employment.

When I first made this point seven years ago, a large number of people wondered about the meaning of incompetence, especially in connection to leadership. Whatever way you look at it, the essence of incompetent leadership is easy to define: it is a function of the detrimental effects a leader has on their subordinates, followers, or organization. Few traits are as central to the anatomy of incompetent leadership as arrogance. Contrary to popular belief, most people are overconfident rather than underconfident. Neither is it the case that we are better off when leaders have a great deal of confidence. Confidence (how good you think you are) is primarily beneficial when it is in sync with your competence (how good you actually are). However, a great deal of research has shown that people who are really bad at something rate their own skills as highly as people who are really good at something — mainly due to a lack of self-awareness.

This means that we cannot realistically rely on those in power to measure their own capabilities. But if this is true, who should be responsible for predicting, and ideally mitigating, incompetence in leaders?

In an ideal world, those vetting candidates for leadership roles — in both politics and the business world — would make an effort to detect the potential signals of incompetence. Culture, whether good or bad, is just the product of the values and behaviors of our leaders. It follows that the best way to create a positive one is to stop unethical people from rising to the top. This applies equally to both genders, but for some reason we seem less preoccupied with combating incompetence in men than in women. Of course, from a fairness standpoint hiring managers could just make it easier for incompetent women to become leaders, but a much better alternative is to instead discriminate more widely against incompetent men, for they are currently overrepresented in such roles.

To start, those responsible for judging leadership candidates need to improve their ability to distinguish between confidence and competence. The one main advantage men have over women when it comes to being picked for these roles is our human tendency to equate hubris and arrogance to talent. Although it is true that all of us are generally overconfident, men tend to be more overconfident (and arrogant) than women. This is partly for biological reasons — gender differences in impulsivity, dominance, and aggressiveness appear in all cultures and from a very early age — but also for cultural reasons.

Overconfidence is the natural result of privilege. If the future of leadership were more meritocratic, and managers selected leaders on the basis of their talent and potential rather than Machiavellian self-promotion, reckless risk taking, or narcissistic delusions, we would not just end up with more women leaders, but also with better leaders. Many competent men are also overlooked for leadership roles because they don’t match our flawed leadership archetypes — meaning, they are perceived as “not masculine enough,” or fail to display the very attributes that make leaders less effective.

The good news is that science has found a way to combat this problem. For some time now, we have had at our disposal scientifically valid assessments to predict and avoid managerial and leadership incompetence. Even simple tests that may initially seem innocuous or ineffective can predict whether someone is likely to be an incompetent leader. The underlying reason is that there are systematic individual differences in how people present themselves, and these differences predict people’s leadership style and competence. When you are able to put thousands of leaders through the same self-report questionnaires, and you link their responses to their leadership style, performance, and effectiveness, you can identify the key patterns of self-presentation that characterize good and bad leaders.

Consider the following questions, which are characteristic of science-based assessments used to evaluate leadership potential and match people to jobs. Hundreds of independent scientific studies have used such questions to predict the future competence levels of leaders. The process is really quite straightforward: you compare the responses of different leaders and correlate them to their levels of performance (i.e., how they impact their teams and organizations). To the degree that a question is useful to predict whether a leader will have positive or negative effects on their teams, it is retained and used to calculate a general competence coefficient (to take the actual assessment and find out your score, go here):

 

Do you have an exceptional talent for leadership?

 

Would most people want to be like you?

 

Do you rarely make mistakes at work?

 

Are you blessed with a natural charisma?

 

Are you able to achieve anything you want, just by putting your mind to it?

 

Do you have a special gift for playing office politics?

 

Are you destined to be successful?

 

Is it easier for you to fool people, than for people to fool you?

 

Are you just too talented to fake humility?

 

Why are such simple self-report assessments able to predict incompetent leadership? Because they can reliably measure arrogance and overconfidence. People with these tendencies, including narcissistic individuals, are typically uninterested in portraying themselves in humble ways. Consider this recent academic paper, based on 11 independent experiments, showing that you can spot narcissists with just one question: “Are you a narcissist?” The surprising findings here is not that an outright or transparent question is enough to identify narcissists, but that narcissists are (a) somewhat self-aware of their narcissisms, and (b) rather proud of it. In other words, people who love themselves disproportionately are often proud of their egos and more aware of their delusions than one may think.

The bad news is that, despite the availability of such tools, very few organizations are using them. The problem then, it seems, is not that we lack the means to spot incompetence, but that we more often choose to be seduced by it. This means we have only ourselves to blame for our self-destructive leadership choices. Perhaps it is time to stop paying lip service to humility and integrity, until we practice what we preach and pick leaders on the basis of these traits. Instead of promoting people on the basis of their charisma, overconfidence, and narcissism, we must put in charge people with actual competence, humility, and integrity. The issue is not that these traits are difficult to measure, but that we appear to not want them as much as we say.

 

Tomas Chamorro-Premuzic is the Chief Talent Scientist at ManpowerGroup, a professor of business psychology at University College London and at Columbia University, and an associate at Harvard’s Entrepreneurial Finance Lab. He is the author of Why Do So Many Incompetent Men Become Leaders? (and How to Fix It), upon which his TEDx talk was based. Find him on Twitter: @drtcp or at www.drtomas.com.   

23/12/2020, 17:04 - Raman Bharadwaj: The Key to Inclusive Leadership

 

by 

 

Juliet Bourke

 

 and 

 

Andrea Titus

 

March 06, 2020

 



 

Summary.   

Inclusive leadership is emerging as a unique and critical capability helping organisations adapt to diverse customers, markets, ideas and talent. For those working around a leader, such as a manager, direct report or peer, the single most important trait generating a sense of inclusiveness is a leader’s visible awareness of bias. But to fully capitalize on their cognizance of bias, leaders also must express both humility and empathy. This article describes organizational practices that can help leaders become more inclusive and enhance the performance of their teams.

 

 

 

What makes people feel included in organizations? Feel that they are treated fairly and respectfully, are valued and belong? Many things of course, including an organization’s mission, policies, and practices, as well as co-worker behaviors.

But mostly it comes down to leaders. We find that what leaders say and do makes up to a 70% difference as to whether an individual reports feeling included. And this really matters because the more people feel included, the more they speak up, go the extra mile, and collaborate — all of which ultimately lifts organizational performance.

Given this formula, inclusive leadership is emerging as a unique and critical capability helping organizations adapt to diverse customers, markets, ideas and talent. Our previous research found that inclusive leaders share a cluster of six signature traits:

 

Visible commitment: They articulate authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.

 

Humility: They are modest about capabilities, admit mistakes, and create the space for others to contribute.

 

Awareness of bias: They show awareness of personal blind spots, as well as flaws in the system, and work hard to ensure a meritocracy.

 

Curiosity about others: They demonstrate an open mindset and deep curiosity about others, listen without judgment, and seek with empathy to understand those around them.

 

Cultural intelligence: They are attentive to others’ cultures and adapt as required.

 

Effective collaboration: They empower others, pay attention to diversity of thinking and psychological safety, and focus on team cohesion.

 

This sounds like a laundry list, so it’s not surprising that we are regularly asked which is the most important trait. The answer depends on who is asking. If it’s the leader, commitment is the most critical, because without it, the other five attributes can’t be fully developed.

For those working around a leader, such as a manager, direct report or peer, the single most important trait generating a sense of inclusiveness is a leader’s visible awareness of bias. To underscore this insight: Our analysis of the 360-degree Inclusive Leadership Assessments (ILA) of more than 400 leaders made by almost 4,000 raters reveals that while all six traits are important and operate as a cluster, a leader’s awareness of personal and organizational biases is the number one factor that raters care most about.

Comments from raters on the ILA tell us that they particularly notice, for example, when a leader “constantly challenges (their) own bias and encourages others to be aware of their pre-conceived leanings” or when a leader seeks insight into their biases by, for example, “[Asking] others to test whether their thought process is biased in any way.”

But this is not all. Raters are not looking for a simple acknowledgment of bias, tinged with a fatalistic sense that little can be done about it. They care about awareness of bias coupled with two additional behaviors:

 

Humility: Raters want to see that their leaders are determined to address their biases. Fatalism looks like “Hey, I know I have this prejudice, but whatever, I am what I am.” In contrast, leaders who are humble acknowledge their vulnerability to bias and ask for feedback on their blind spots and habits.For example, one direct report told us that their leader “is very open and vulnerable about her weaknesses, which she mentions when we undergo team development workshops. She shares her leadership assessments openly with the team and often asks for feedback and help to improve.” Our research shows that when cognizance of bias is combined with high levels of humility it can increase raters’ feelings of inclusion by up to 25%.

 

Empathy and perspective taking: Raters aren’t looking for their leaders to try to understand their viewpoint and experience as a dry intellectual exercise, but empathically.  That means understanding others deeply and leaving them feeling heard.  For example, one rater commented “[The leader’s] empathy in interacting with others, makes [the leader] approachable, trustworthy and shows [their] eagerness to work with and/or support peers, colleagues and superiors.”  When cognizance of bias is combined with high levels of empathy/perspective-taking, it can increase raters’ feelings of inclusion by up to 33%.

 

Why are humility and empathy so important in this context? Humility encourages others to share their feedback (e.g., that a leader might have favorites or have a tendency to interrupt people or regularly ignore a class of information). Empathy and perspective taking gives people hope that a leader cares about them and takes their views into account, rather than barreling on with preconceptions or a narrow set of ideas about their perspectives. Moreover, it creates a sense of personal connection between leaders and a diverse set of stakeholders, making it easier to make and implement shared decisions.

 

Putting the traits to work

 

How can leaders put these insights into practice? One tactic is to establish a diverse personal advisory board (PAD) — a group of people, often peers, who have regular contact with the leader and whom the leader trusts to talk straight. These trusted advisers can give leaders granular feedback on everyday interpersonal behaviors that support or inhibit inclusion, for example: Does the leader give equal time to all meeting participants, or favor those who are co-located over those who have dialed in? Does the leader always refer to one gender when giving examples or both? Does the leader use a broad spectrum of imagery when addressing a diverse audience, or imagery (such as sport metaphors or all male iconography) that represents only one group of people? Because a PAD is ongoing, leaders can receive feedback on whether the changes they make are hitting the mark.

A second tactic is for leaders to share their learning journey about recognizing and addressing biases. We have seen leaders do this by discussing their 360 assessment results with their manager, speaking at a town hall about their growth or creating a standing item in weekly team meetings (“inclusion moments”), during which they or a team member identifies what they have learned that week about diversity and inclusion. These actions express humility, help leaders to test and build on their insights and role model the importance of humility in addressing biases.

A third tactic is for leaders to immerse themselves in uncomfortable or new situations which expose them to diverse stakeholders, for example by attending an Employee Resource Group meeting, or sitting in different parts of the workplace each week. Exposure, combined with open-ended questions, helps to expand horizons and disrupt pre-conceived ideas.

Inclusive leadership is a critical capability to leverage diverse thinking in a workforce with increasingly diverse markets, customers, and talent. We have previously observed that only one in three leaders holds an accurate view about their inclusive leadership capabilities. A third believe they are more inclusive than they are actually perceived by those around them to be, while a third lack confidence in their inclusive leadership capability and so do less than they could to actively guide others and challenge the status quo.

Becoming more aware is critical to self-development, but awareness in isolation is not sufficient. Without humility and empathy/perspective taking, it’s difficult for leaders to gain deep insights into the nature of their blind spots or remedial strategies and, therefore, to grow. This requires effort, but fortunately the circle of learning is virtuous. Leaders who are humble and empathetic will be open to criticism about their personal biases, and greater self-insight into personal limitations prompts greater humility, empathy and perspective-taking. Not only are these behaviors critical for leaders’ personal development, they also serve to make others feel more included along the way. And that is, of course, the objective.

 

JB

 

Juliet Bourke is a partner in Human Capital, Deloitte Australia where she leads the Diversity and Inclusion Consulting practice and co-leads the Leadership practice. She is the author of Which Two Heads Are Better Than One: How diverse teams create breakthrough ideas and make smarter decisions. Email her at julietbourke@deloitte.com.au

23/12/2020, 17:07 - Raman Bharadwaj: The Best Leaders Are Versatile Ones

 

by 

 

Robert B. (Rob) Kaiser

 

March 02, 2020

 



 

Summary.   

It is not an overstatement to say that versatility is the most important component of leading effectively today. To cope with the rapid pace of change, leaders must develop the ability to consider opposing needs and avoid maximizing one at the expense of the other simply because their current skill set makes them more attuned to it. To help leaders understand how to build versatility, this practical model emphasizes the opposing but complementary behaviors that are required: It makes the distinction between, on the one hand, how you lead (in terms of interpersonal behaviors for influencing and interacting with other people) and, on the other hand, what you lead (in terms of the organizational issues you focus them on).

 

 

Two big challenges characterize leadership today. One is the need to juggle a growing series of paradoxical demands (do more with less; cut costs but innovate; think globally, act locally). The other is the unprecedented pace of “disruptive change,” which speeds up the interaction of these demands and simultaneously increases the pressure on organizations to adapt.

These challenges have significantly amplified the need for versatile leaders who have the ability to cope with a variety of changes and the wherewithal to resolve competing priorities. It is not an overstatement to say that versatility is the most important component of leading effectively today. Versatile leaders have more engaged employees and higher performing teams. Their business units are more adaptable and innovative. Their organizations are more capable of gaining a competitive advantage because they know how to disrupt before being disrupted.

For almost 25 years, my colleagues and I have worked to help leaders improve their versatility, and we have found the above to be true in a range of industries across North America, Europe, Latin America, Africa, and Asia. Throughout our work, we have coached hundreds of senior executives and systematically studied their development, as well as assessed more than 30,000 upper-level managers in mostly large, global corporations as varied as Google, The Walt Disney Company, Allianz, Schneider Electric, and more.

Our practice and research have helped us create a framework that defines what versatility is and how it can be developed.

 

What Is Versatility?

 

In short, versatility is the capacity to read and respond to change with a wide repertoire of complementary skills and behaviors. Leaders are typically better at reading change than they are at responding to it, largely because developing a broad range of behaviors requires a systematic effort that often pushes them out of their comfort zones.

To help leaders understand how to expand their behavioral repertoire, we devised a practical model that synthesizes the work on leadership behavior from the last 100 years of research in both psychology and management. Because of the paradoxical demands versatile leaders face, our model emphasizes opposing but complementary behaviors: It makes the distinction between, on the one hand, how you lead (in terms of interpersonal behaviors for influencing and interacting with other people) and, on the other hand, what you lead (in terms of the organizational issues you focus them on).

Think yin and yang, where both types of behaviors are good and necessary, and each is completed by the other.

 

Complementary Skills Versatile Leaders Have

 



 

“How you lead” makes the distinction between forceful and enabling leadership. Forceful leadership is about asserting personal and positional power. Enabling leadership is about involving others and bringing out their best. Both include specific pairs of behaviors: taking charge versus empowering, being decisive versus being participative, and being demanding versus being supportive.

Similarly, “what you lead” makes the distinction between strategic and operational leadership. Strategic leadership is about positioning the organization to be competitive in the long run. Operational leadership is about implementation and getting things done. Both also include specific pairs of behaviors: setting direction versus driving execution, growing the business versus focusing resources, and introducing innovation versus providing order and stability.

The first step toward helping leaders develop versatility is assessing their current ability to use an effective mix of the above behaviors. In our work, we use a 360 feedback instrument that asks coworkers (and the leaders themselves) to rate their use of forceful, enabling, strategic, and operational behaviors using a unique scale ranging from “too little” to the “right amount” to “too much.” This approach shows leaders which behaviors they need to emphasize more and which behaviors they need to emphasize less.

Our research quantifies what we often see in our coaching practice: Only a small number of leaders (fewer than one in 10) have fully mastered the range of skills in our practical model. Most tend to have a bias. They favor leading in ways that are based on their strengths — the behaviors and skills they have comfortably developed, or perhaps even overdeveloped, because they come most naturally to them. In fact, we find that leaders are five times more likely to use behaviors related to their strengths when other behaviors would be more effective. As a result, their strengths become their weakness. (As the saying goes, the bigger your hammer, the more every problem looks like a nail.)

The goal for most leaders, then, is to develop the ability to consider opposing needs and avoid maximizing one at the expense of the other simply because their current skill set makes them more attuned to it. While diving deep into the details of execution on a project, for example, can the leader also keep one eye on the big picture? Or while involving the team in a decision, can the leader also synthesize their input and make the call? It’s a tall order. As F. Scott Fitzgerald wrote, “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.”

 

How Do You Develop Versatility?

 

If versatility is central to effective leadership but is also rare, how can managers become more versatile leaders? Over the years, extensive work and research — not just by us but also many leadership experts — have demonstrated three broad strategies.

The first is learning from a variety of different and challenging work experiences that can broaden their perspective, promote a wider range of skills, and provide a network of colleagues with different expertise and points of view. Versatile leaders tend to have more diverse career paths and work experiences than others, as well as the learning agility to absorb lessons and incorporate them in their leadership tool kits. We encourage managers to compare their current skills and experiences to those needed in jobs they aspire to and seek out roles that can stretch them. For instance, being a part of the strategic planning process — even as “gopher” or notetaker — can provide exposure to new skills that are practiced less in tactical jobs. Seeking commercial experience in different businesses is also a great way to prepare yourself for enterprise leadership.

The second is ongoing feedback and development. It’s crucial to get input about the impact and effectiveness of your behavior. Versatile leaders not only respond well to change, they also change their behavior in response to constructive criticism. With everything in constant flux it’s helpful to hear from coworkers about what adjustments you can make to strike a better balance. A simple way to get this feedback is to ask respected colleagues the questions recommended by the late Peter Drucker: “What should I stop, start, and continue doing to be more effective?” A more involved, and systematic, approach would be to complete a personality or strengths assessment, and follow up with others by asking, “How do you see me using these specific strengths? Do I ever tend to overdo them?”

The third strategy for developing versatility is personal development: becoming a more well-rounded person. This involves being aware and open to opposing skills and behaviors and not being blinded by your strengths. Versatile leaders show a pattern of stepping beyond the familiar and comfortable, often intentionally, to stretch themselves. Their less versatile counterparts, on the other hand, often have a rigid and narrow view of themselves as a particular type of person, and think opposing perspectives and behaviors should be avoided rather than experimented with and learned from. The challenge is again paradoxical: Can you maintain a strong, coherent sense of self while also allowing for the possibility of becoming an expanded and more capable version of yourself? One useful strategy is to periodically invite colleagues with skills and perspectives different from your own out to coffee or lunch. With an open mind, try to see things from their point of view and understand their ways of thinking. You might even ask what they are reading, how they learn, and sprinkle some of those examples into your regular routine.

Related to this third strategy, there is a great debate presently raging, not just among leadership professionals but also among sports coaches, teachers, and parents who want to prepare athletes, students, and children for an increasingly uncertain future. On the one hand, there are those who recommend maximizing strengths, which leads to people becoming narrow specialists. On the other hand, there are those who recommend trying a variety of things, which leads to people becoming broad generalists. David Epstein’s book, Range, provides an excellent analysis of this debate.

Our program of research and practice squares with Epstein’s conclusion: The wider a leader’s lens on the world, the larger their repertoire of skills, abilities, and behavior, and the broader they are as a person, the more likely they are to lead their people, teams, and organizations to success in a rapidly-changing world.

 

Robert B. (Rob) Kaiser is President of Kaiser Leadership Solutions and an advisor, author, and expert on the subject of leadership. He has extensive global experience in executive development, executive assessment, and people analytics and as a strategic talent management advisor to CEOs and HR leaders.

23/12/2020, 17:07 - Raman Bharadwaj: Real Mentorship Starts with Company Culture, Not Formal Programs

 

by 

 

W. Brad Johnson

 

 and 

 

David G. Smith

 

December 30, 2019

 



 

Summary.   

Mentoring programs aren’t as effective as they could be. Single mentor-mentee matches are often too formal and hierarchical, and even the best mentoring programs are unlikely to achieve intended outcomes when the surrounding workplace is competitive and individualistic, or individuals are “voluntold” to participate. Instead, companies need mentors-of-the-moment, who help to promote a mentoring culture where all members of the organization — especially those in the middle to upper ranks — seek opportunities in daily interactions to develop or grow junior colleagues and peers. Having a mentoring culture and a cadre of mentors-of-the-moment has a host of benefits for the organization, including better retention and more loyalty and commitment among employees. To become such a mentor and encourage a mentoring culture, start by talking about an individual’s successes publicly, giving and taking feedback, hiring and promoting future mentors, and regularly assessing the culture and how it supports junior talent.

 

We hear it all the time. Ask executives and managers how junior talent is encouraged, developed, and supported, and you’ll hear some variation of this refrain: “We’ve got a mentoring program!” Even vague rumors of a mentoring “program” nested somewhere in HR allow too many leaders to check off the employee engagement and development blocks without carefully scrutinizing the quality, utilization rates, and outcomes of such formalized mentoring structures.

Here is the problem: Mentoring programs typically rely on single mentor-mentee matches, pairings that by nature are quite formal and hierarchical, when all the evidence shows that many employees — especially women — prefer mentorships with a more reciprocal and mutual character. Single mentors are also less career enhancing than robust developmental networks or mentoring constellations. What’s more, even the best mentoring programs are unlikely to achieve intended outcomes when the surrounding workplace is competitive and individualistic, and when senior members of the organization only engage in developing junior talent when pursued by a prospective mentee or “voluntold” to participate in formal program.

Mentoring programs alone won’t sufficiently engage or develop your junior talent, especially if your culture doesn’t encourage mentoring on a regular basis. What your company needs instead are mentors-of-the-moment.

Mentors-of-the-moment help to promote a mentoring culture where all members of the organization — especially those in the middle to upper ranks — seek opportunities in daily interactions to develop or grow junior colleagues and peers. The mentor-of-the-moment model flips the script on mentoring, from an onerous, formal, add-on obligation, to a delightful opportunity to use shorter exchanges to enhance self-esteem, self-confidence, and sense of belonging in someone junior. In this culture, trips to the coffee room, passing a colleague in the corridor, or lingering in the wake of meetings all become moments to greet an unfamiliar person, commend them on an excellent contribution, ask them about their career aspirations, or counter imposter syndrome symptoms with a well-timed affirmation.

Why does this approach to mentoring work? The mere exposure effect in social psychology supports the value of positive micro-exchanges in the workplace in building informal and increasingly bonded mentoring relationships. Even relatively brief interactions can lead to increasingly transformative developmental relationships. It is little wonder that most employees prefer organic or informal mentorships to those that feel forced or arbitrarily assigned.

Mentors-of-the-moment take advantage of daily opportunities to first notice and then engage junior colleagues. They place a high priority on learning names, and they are willing to detour from their schedule to make space for uplifting interactions with others. These momentary exchanges are not heavy lifts, yet they create fertile soil for collegiality, sponsorship, and mentoring. Each involves deliberate interest, encouragement, guidance, and visioning about how the junior person might soar. Yet in aggregate, these momentary interactions bolster self-efficacy, belonging, and excitement regarding career possibilities. Ultimately, they create a context for the formation of transformational relationships.

Creating a mentoring culture and enlisting a robust cadre of mentors-of-the-moment also leads to better retention, more loyalty and commitment among employees, stronger succession planning, more organic mentoring, and strengthening of resilient developmental networks or mentoring constellations in the workplace. Rather than a single assigned mentor, junior employees are more likely to construct a web of supportive relationships.

Such a culture is also more inclined to ensure that women and persons of color are engaged by senior leaders. Our research for our book Athena Rising indicates that many men are often reluctant to initiate formal mentorships with women to avoid being seen spending a significant amount of time with someone of the opposite sex. The majority of white men also tend to avoid these professional relationships across race, worrying they don’t have the cultural competence required or that a same-race mentor would be a better fit. Mentor-of-the-moment exchanges alleviate some of that worry by encouraging short (no commitment required) positive interactions, so these leaders are more likely to reach out to any junior employee, no matter their race or gender. What’s more, being seeing with people of all races and genders promotes a more inclusive brand for the leader, keeping rumors at bay.

How can leaders be better mentors-of-the-moment and create a mentoring culture? Here are several recommendations to get started:

Use simple mentor-of-the-moment conversation starters. For instance:

 

“I noticed that you’ve been working on/doing great things in ____. Well done!”

 

“I wonder if I could get your take on something I’m working on. I’d value your perspective.”

 

“The hiring committee sure got it right bringing you on board. Now, how can we keep you here?”

 

“In a perfect world, what would you be doing in 10 years? How can I help make it happen? Drop by if you’d like a sounding board.”

 

Deliberately check in with junior colleagues, too, who are starting new roles. See how things are going and offer support or resources as appropriate.

Talk about their successes. When a team member achieves a career milestone or accomplishment, highlight their work in front of others to develop a sense of belonging, provide affirmation, and increase future opportunities.

Give — and take — feedback. When you observe a junior employee in action, make time in your schedule to provide reinforcing feedback about what you found most impactful and what you learned. And be open to feedback yourself. When a peer — especially someone junior — gives feedback, don’t be defensive. Mutuality, trust, and care are hallmarks of a mentoring culture where a learning orientation helps everyone.

Ensure clarity, transparency, and accountability. In her work on gender equity by design, Iris Bohnet offers three pillars to culture change with relevance to a mentoring culture. First, describe how daily mentoring behaviors are good for employees and essential for the organization’s long-term success. Second, be transparent about how everyday workplace interactions are crucial to achieving business outcomes, and why you allocate time and resources to ensuring more frequent mentoring exchanges in the workplace. Finally, hold people accountable for promoting and assessing the mentoring culture. Annual evaluations might include such questions as: What day-to-day actions are you taking to foster a mentoring culture? How are you holding your direct reports accountable? What metrics do you have in place to track progress?

Hire and promote future mentors. There is good evidence that the best mentors show an inclination toward prosocial behavior, a caring orientation, and terrific communication skills. When deciding among candidates to hire or promote, consider asking: How do you encourage people around you? Tell us about the most recent time you affirmed a junior colleague. Give an example of how you sponsored someone by telling others about her or his achievement. Can you provide the names of several junior employees you’ve engaged in positive career conversations recently?

Routinely assess the mentoring culture. Conduct anonymous polls of junior employees to find out how they feel about the culture and who among your mid-level and senior leaders is exhibiting the desired mentoring behaviors. Sample questions might include: To what extent do you feel cared for and engaged by more experienced employees? Who has expressed interest in and support for both you and your career aspirations? Is there someone at work you could turn to for a caring conversation if you ran into problems personally or professionally? If so, who are they?

Reinforce and reward mentoring behaviors. Use transparent reinforcement (not punishment) to increase the frequency of desired mentoring behaviors. Use your assessment findings to provide public shout-outs and top performance evaluation ratings for employees most often named as caring and engaged colleagues. Fund high-profile awards to celebrate these prolific talent developers and star-makers.

Growing a world-class mentoring culture demands more than a matching program. Genuine mentoring values and daily mentoring behaviors must be embedded in the workplace DNA. Not only can mentor-of-the-moment exchanges offer a less-threatening alternative to an assigned “relationship,” they also fuel inclusion. Actively engaging colleagues with diverse experiences in frequent, transparent, affirming conversations may be less daunting than a formal assignment, especially when it is a clearly articulated performance expectation.

 

W. Brad Johnson is a professor of psychology in the Department of Leadership, Ethics, and Law at the United States Naval Academy and a faculty associate in the Graduate School of Education at Johns Hopkins University. He is the coauthor of Good Guys: How Men Can Be Better Allies for Women in the Workplace, Athena Rising: How and Why Men Should Mentor Women, The Elements of Mentoring, and other books on mentorship.

 

David G. Smith is a professor of sociology in the College of Leadership and Ethics at the United States Naval War College. He is the coauthor, with W. Brad Johnson, of Good Guys: How Men Can Be Better Allies for Women in the Workplace and Athena Rising: How and Why Men Should Mentor Women.

23/12/2020, 17:16 - Raman Bharadwaj: Real Mentorship Starts with Company Culture, Not Formal Programs

 

by 

 

W. Brad Johnson

 

 and 

 

David G. Smith

 

December 30, 2019

 



 

Summary.   

Mentoring programs aren’t as effective as they could be. Single mentor-mentee matches are often too formal and hierarchical, and even the best mentoring programs are unlikely to achieve intended outcomes when the surrounding workplace is competitive and individualistic, or individuals are “voluntold” to participate. Instead, companies need mentors-of-the-moment, who help to promote a mentoring culture where all members of the organization — especially those in the middle to upper ranks — seek opportunities in daily interactions to develop or grow junior colleagues and peers. Having a mentoring culture and a cadre of mentors-of-the-moment has a host of benefits for the organization, including better retention and more loyalty and commitment among employees. To become such a mentor and encourage a mentoring culture, start by talking about an individual’s successes publicly, giving and taking feedback, hiring and promoting future mentors, and regularly assessing the culture and how it supports junior talent.

 

We hear it all the time. Ask executives and managers how junior talent is encouraged, developed, and supported, and you’ll hear some variation of this refrain: “We’ve got a mentoring program!” Even vague rumors of a mentoring “program” nested somewhere in HR allow too many leaders to check off the employee engagement and development blocks without carefully scrutinizing the quality, utilization rates, and outcomes of such formalized mentoring structures.

Here is the problem: Mentoring programs typically rely on single mentor-mentee matches, pairings that by nature are quite formal and hierarchical, when all the evidence shows that many employees — especially women — prefer mentorships with a more reciprocal and mutual character. Single mentors are also less career enhancing than robust developmental networks or mentoring constellations. What’s more, even the best mentoring programs are unlikely to achieve intended outcomes when the surrounding workplace is competitive and individualistic, and when senior members of the organization only engage in developing junior talent when pursued by a prospective mentee or “voluntold” to participate in formal program.

Mentoring programs alone won’t sufficiently engage or develop your junior talent, especially if your culture doesn’t encourage mentoring on a regular basis. What your company needs instead are mentors-of-the-moment.

Mentors-of-the-moment help to promote a mentoring culture where all members of the organization — especially those in the middle to upper ranks — seek opportunities in daily interactions to develop or grow junior colleagues and peers. The mentor-of-the-moment model flips the script on mentoring, from an onerous, formal, add-on obligation, to a delightful opportunity to use shorter exchanges to enhance self-esteem, self-confidence, and sense of belonging in someone junior. In this culture, trips to the coffee room, passing a colleague in the corridor, or lingering in the wake of meetings all become moments to greet an unfamiliar person, commend them on an excellent contribution, ask them about their career aspirations, or counter imposter syndrome symptoms with a well-timed affirmation.

Why does this approach to mentoring work? The mere exposure effect in social psychology supports the value of positive micro-exchanges in the workplace in building informal and increasingly bonded mentoring relationships. Even relatively brief interactions can lead to increasingly transformative developmental relationships. It is little wonder that most employees prefer organic or informal mentorships to those that feel forced or arbitrarily assigned.

Mentors-of-the-moment take advantage of daily opportunities to first notice and then engage junior colleagues. They place a high priority on learning names, and they are willing to detour from their schedule to make space for uplifting interactions with others. These momentary exchanges are not heavy lifts, yet they create fertile soil for collegiality, sponsorship, and mentoring. Each involves deliberate interest, encouragement, guidance, and visioning about how the junior person might soar. Yet in aggregate, these momentary interactions bolster self-efficacy, belonging, and excitement regarding career possibilities. Ultimately, they create a context for the formation of transformational relationships.

Creating a mentoring culture and enlisting a robust cadre of mentors-of-the-moment also leads to better retention, more loyalty and commitment among employees, stronger succession planning, more organic mentoring, and strengthening of resilient developmental networks or mentoring constellations in the workplace. Rather than a single assigned mentor, junior employees are more likely to construct a web of supportive relationships.

Such a culture is also more inclined to ensure that women and persons of color are engaged by senior leaders. Our research for our book Athena Rising indicates that many men are often reluctant to initiate formal mentorships with women to avoid being seen spending a significant amount of time with someone of the opposite sex. The majority of white men also tend to avoid these professional relationships across race, worrying they don’t have the cultural competence required or that a same-race mentor would be a better fit. Mentor-of-the-moment exchanges alleviate some of that worry by encouraging short (no commitment required) positive interactions, so these leaders are more likely to reach out to any junior employee, no matter their race or gender. What’s more, being seeing with people of all races and genders promotes a more inclusive brand for the leader, keeping rumors at bay.

How can leaders be better mentors-of-the-moment and create a mentoring culture? Here are several recommendations to get started:

Use simple mentor-of-the-moment conversation starters. For instance:

 

“I noticed that you’ve been working on/doing great things in ____. Well done!”

 

“I wonder if I could get your take on something I’m working on. I’d value your perspective.”

 

“The hiring committee sure got it right bringing you on board. Now, how can we keep you here?”

 

“In a perfect world, what would you be doing in 10 years? How can I help make it happen? Drop by if you’d like a sounding board.”

 

Deliberately check in with junior colleagues, too, who are starting new roles. See how things are going and offer support or resources as appropriate.

Talk about their successes. When a team member achieves a career milestone or accomplishment, highlight their work in front of others to develop a sense of belonging, provide affirmation, and increase future opportunities.

Give — and take — feedback. When you observe a junior employee in action, make time in your schedule to provide reinforcing feedback about what you found most impactful and what you learned. And be open to feedback yourself. When a peer — especially someone junior — gives feedback, don’t be defensive. Mutuality, trust, and care are hallmarks of a mentoring culture where a learning orientation helps everyone.

Ensure clarity, transparency, and accountability. In her work on gender equity by design, Iris Bohnet offers three pillars to culture change with relevance to a mentoring culture. First, describe how daily mentoring behaviors are good for employees and essential for the organization’s long-term success. Second, be transparent about how everyday workplace interactions are crucial to achieving business outcomes, and why you allocate time and resources to ensuring more frequent mentoring exchanges in the workplace. Finally, hold people accountable for promoting and assessing the mentoring culture. Annual evaluations might include such questions as: What day-to-day actions are you taking to foster a mentoring culture? How are you holding your direct reports accountable? What metrics do you have in place to track progress?

Hire and promote future mentors. There is good evidence that the best mentors show an inclination toward prosocial behavior, a caring orientation, and terrific communication skills. When deciding among candidates to hire or promote, consider asking: How do you encourage people around you? Tell us about the most recent time you affirmed a junior colleague. Give an example of how you sponsored someone by telling others about her or his achievement. Can you provide the names of several junior employees you’ve engaged in positive career conversations recently?

Routinely assess the mentoring culture. Conduct anonymous polls of junior employees to find out how they feel about the culture and who among your mid-level and senior leaders is exhibiting the desired mentoring behaviors. Sample questions might include: To what extent do you feel cared for and engaged by more experienced employees? Who has expressed interest in and support for both you and your career aspirations? Is there someone at work you could turn to for a caring conversation if you ran into problems personally or professionally? If so, who are they?

Reinforce and reward mentoring behaviors. Use transparent reinforcement (not punishment) to increase the frequency of desired mentoring behaviors. Use your assessment findings to provide public shout-outs and top performance evaluation ratings for employees most often named as caring and engaged colleagues. Fund high-profile awards to celebrate these prolific talent developers and star-makers.

Growing a world-class mentoring culture demands more than a matching program. Genuine mentoring values and daily mentoring behaviors must be embedded in the workplace DNA. Not only can mentor-of-the-moment exchanges offer a less-threatening alternative to an assigned “relationship,” they also fuel inclusion. Actively engaging colleagues with diverse experiences in frequent, transparent, affirming conversations may be less daunting than a formal assignment, especially when it is a clearly articulated performance expectation.

 

W. Brad Johnson is a professor of psychology in the Department of Leadership, Ethics, and Law at the United States Naval Academy and a faculty associate in the Graduate School of Education at Johns Hopkins University. He is the coauthor of Good Guys: How Men Can Be Better Allies for Women in the Workplace, Athena Rising: How and Why Men Should Mentor Women, The Elements of Mentoring, and other books on mentorship.

 

David G. Smith is a professor of sociology in the College of Leadership and Ethics at the United States Naval War College. He is the coauthor, with W. Brad Johnson, of Good Guys: How Men Can Be Better Allies for Women in the Workplace and Athena Rising: How and Why Men Should Mentor Women.

23/12/2020, 17:19 - Raman Bharadwaj: The Focused Leader

 

by 

 

Daniel Goleman

 

From the Magazine (December 2013)

 



 

Summary.   

Attention is the basis of the most essential of leadership skills—emotional, organizational, and strategic intelligence. And never has it been under greater assault. If leaders are to direct the attention of their employees toward strategy and innovation, they must first learn to focus their own attention, in three broad ways: on themselves, on others, and on the wider world.

Every leader needs to cultivate this triad of awareness, in abundance and in the proper balance, because a failure to focus inward leaves one rudderless, a failure to focus on others renders one clueless, and a failure to focus outward may cause one to be blindsided. The good news is that practically every form of focus can be strengthened.

The author of Emotional Intelligence, Social Intelligence, and many other books on the power of cultivating awareness explains why focus is crucial to great leadership. Focused leaders can command the full range of their own attention: They are in touch with their inner feelings, they can control their impulses, they are aware of how others see them, and they can weed out distractions and also allow their minds to roam widely, free of preconceptions.

 

A primary task of leadership is to direct attention. To do so, leaders must learn to focus their own attention. When we speak about being focused, we commonly mean thinking about one thing while filtering out distractions. But a wealth of recent research in neuroscience shows that we focus in many ways, for different purposes, drawing on different neural pathways—some of which work in concert, while others tend to stand in opposition.

Grouping these modes of attention into three broad buckets—focusing on yourself, focusing on others, and focusing on the wider world—sheds new light on the practice of many essential leadership skills. Focusing inward and focusing constructively on others helps leaders cultivate the primary elements of emotional intelligence. A fuller understanding of how they focus on the wider world can improve their ability to devise strategy, innovate, and manage organizations.

Every leader needs to cultivate this triad of awareness, in abundance and in the proper balance, because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, and a failure to focus outward may leave you blindsided.

 

Focusing on Yourself

 

Emotional intelligence begins with self-awareness—getting in touch with your inner voice. Leaders who heed their inner voices can draw on more resources to make better decisions and connect with their authentic selves. But what does that entail? A look at how people focus inward can make this abstract concept more concrete.

 

Self-awareness.

 

Hearing your inner voice is a matter of paying careful attention to internal physiological signals. These subtle cues are monitored by the insula, which is tucked behind the frontal lobes of the brain. Attention given to any part of the body amps up the insula’s sensitivity to that part. Tune in to your heartbeat, and the insula activates more neurons in that circuitry. How well people can sense their heartbeats has, in fact, become a standard way to measure their self-awareness.

Gut feelings are messages from the insula and the amygdala, which the neuroscientist Antonio Damasio, of the University of Southern California, calls somatic markers. Those messages are sensations that something “feels” right or wrong. Somatic markers simplify decision making by guiding our attention toward better options. They’re hardly foolproof (how often was that feeling that you left the stove on correct?), so the more comprehensively we read them, the better we use our intuition. (See “Are You Skimming This Sidebar?”)

 

Are You Skimming This Sidebar?

 

Do you have trouble remembering what someone has just told you in conversation? Did you drive to work this morning on autopilot? Do you focus more on your smartphone than on the person you’re having lunch with?

Attention is a mental muscle; like any other muscle, it can be strengthened through the right kind of exercise. The fundamental rep for building deliberate attention is simple: When your mind wanders, notice that it has wandered, bring it back to your desired point of focus, and keep it there as long as you can. That basic exercise is at the root of virtually every kind of meditation. Meditation builds concentration and calmness and facilitates recovery from the agitation of stress.

So does a video game called Tenacity, now in development by a design group and neuroscientists at the University of Wisconsin. Slated for release in 2014, the game offers a leisurely journey through any of half a dozen scenes, from a barren desert to a fantasy staircase spiraling heavenward. At the beginner’s level you tap an iPad screen with one finger every time you exhale; the challenge is to tap two fingers with every fifth breath. As you move to higher levels, you’re presented with more distractions—a helicopter flies into view, a plane does a flip, a flock of birds suddenly scud by.

When players are attuned to the rhythm of their breathing, they experience the strengthening of selective attention as a feeling of calm focus, as in meditation. Stanford University is exploring that connection at its Calming Technology Lab, which is developing relaxing devices, such as a belt that detects your breathing rate. Should a chock-full in-box, for instance, trigger what has been called e-mail apnea, an iPhone app can guide you through exercises to calm your breathing and your mind.

 

Consider, for example, the implications of an analysis of interviews conducted by a group of British researchers with 118 professional traders and 10 senior managers at four City of London investment banks. The most successful traders (whose annual income averaged £500,000) were neither the ones who relied entirely on analytics nor the ones who just went with their guts. They focused on a full range of emotions, which they used to judge the value of their intuition. When they suffered losses, they acknowledged their anxiety, became more cautious, and took fewer risks. The least successful traders (whose income averaged only £100,000) tended to ignore their anxiety and keep going with their guts. Because they failed to heed a wider array of internal signals, they were misled.

Zeroing in on sensory impressions of ourselves in the moment is one major element of self-awareness. But another is critical to leadership: combining our experiences across time into a coherent view of our authentic selves.

To be authentic is to be the same person to others as you are to yourself. In part that entails paying attention to what others think of you, particularly people whose opinions you esteem and who will be candid in their feedback. A variety of focus that is useful here is open awareness, in which we broadly notice what’s going on around us without getting caught up in or swept away by any particular thing. In this mode we don’t judge, censor, or tune out; we simply perceive.

Leaders who are more accustomed to giving input than to receiving it may find this tricky. Someone who has trouble sustaining open awareness typically gets snagged by irritating details, such as fellow travelers in the airport security line who take forever getting their carry-ons into the scanner. Someone who can keep her attention in open mode will notice the travelers but not worry about them, and will take in more of her surroundings. (See the sidebar “Expand Your Awareness.”)

 

Expand Your Awareness

 

Just as a camera lens can be set narrowly on a single point or more widely to take in a panoramic view, you can focus tightly or expansively.

One measure of open awareness presents people with a stream of letters and numbers, such as S, K, O, E, 4, R, T, 2, H, P. In scanning the stream, many people will notice the first number, 4, but after that their attention blinks. Those firmly in open awareness mode will register the second number as well.

Strengthening the ability to maintain open awareness requires leaders to do something that verges on the unnatural: cultivate at least sometimes a willingness to not be in control, not offer up their own views, not judge others. That’s less a matter of deliberate action than of attitude adjustment.

One path to making that adjustment is through the classic power of positive thinking, because pessimism narrows our focus, whereas positive emotions widen our attention and our receptiveness to the new and unexpected. A simple way to shift into positive mode is to ask yourself, “If everything worked out perfectly in my life, what would I be doing in 10 years?” Why is that effective? Because when you’re in an upbeat mood, the University of Wisconsin neuroscientist Richard Davidson has found, your brain’s left prefrontal area lights up. That area harbors the circuitry that reminds us how great we’ll feel when we reach some long-sought goal.

“Talking about positive goals and dreams activates brain centers that open you up to new possibilities,” says Richard Boyatzis, a psychologist at Case Western Reserve. “But if you change the conversation to what you should do to fix yourself, it closes you down….You need the negative to survive, but the positive to thrive.”

 

Of course, being open to input doesn’t guarantee that someone will provide it. Sadly, life affords us few chances to learn how others really see us, and even fewer for executives as they rise through the ranks. That may be why one of the most popular and overenrolled courses at Harvard Business School is Bill George’s Authentic Leadership Development, in which George has created what he calls True North groups to heighten this aspect of self-awareness.

These groups (which anyone can form) are based on the precept that self-knowledge begins with self-revelation. Accordingly, they are open and intimate, “a safe place,” George explains, “where members can discuss personal issues they do not feel they can raise elsewhere—often not even with their closest family members.” What good does that do? “We don’t know who we are until we hear ourselves speaking the story of our lives to those we trust,” George says. It’s a structured way to match our view of our true selves with the views our most trusted colleagues have—an external check on our authenticity.

 

Self-control.

 

“Cognitive control” is the scientific term for putting one’s attention where one wants it and keeping it there in the face of temptation to wander. This focus is one aspect of the brain’s executive function, which is located in the prefrontal cortex. A colloquial term for it is “willpower.”

 

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Cognitive control enables executives to pursue a goal despite distractions and setbacks. The same neural circuitry that allows such a single-minded pursuit of goals also manages unruly emotions. Good cognitive control can be seen in people who stay calm in a crisis, tame their own agitation, and recover from a debacle or defeat.

Decades’ worth of research demonstrates the singular importance of willpower to leadership success. Particularly compelling is a longitudinal study tracking the fates of all 1,037 children born during a single year in the 1970s in the New Zealand city of Dunedin. For several years during childhood the children were given a battery of tests of willpower, including the psychologist Walter Mischel’s legendary “marshmallow test”—a choice between eating one marshmallow right away and getting two by waiting 15 minutes. In Mischel’s experiments, roughly a third of children grab the marshmallow on the spot, another third hold out for a while longer, and a third manage to make it through the entire quarter hour.

 

Executives who can effectively focus on others emerge as natural leaders regardless of organizational or social rank.

 

 

Years later, when the children in the Dunedin study were in their 30s and all but 4% of them had been tracked down again, the researchers found that those who’d had the cognitive control to resist the marshmallow longest were significantly healthier, more successful financially, and more law-abiding than the ones who’d been unable to hold out at all. In fact, statistical analysis showed that a child’s level of self-control was a more powerful predictor of financial success than IQ, social class, or family circumstance.

How we focus holds the key to exercising willpower, Mischel says. Three subvarieties of cognitive control are at play when you pit self-restraint against self-gratification: the ability to voluntarily disengage your focus from an object of desire; the ability to resist distraction so that you don’t gravitate back to that object; and the ability to concentrate on the future goal and imagine how good you will feel when you achieve it. As adults the children of Dunedin may have been held hostage to their younger selves, but they need not have been, because the power to focus can be developed. (See the sidebar “Learning Self-Restraint.”)

 

Learning Self-Restraint

 

Quick, now. Here’s a test of cognitive control. In what direction is the middle arrow in each row pointing?



The test, called the Eriksen Flanker Task, gauges your susceptibility to distraction. When it’s taken under laboratory conditions, differences of a thousandth of a second can be detected in the speed with which subjects perceive which direction the middle arrows are pointing. The stronger their cognitive control, the less susceptible they are to distraction.

Interventions to strengthen cognitive control can be as unsophisticated as a game of Simon Says or Red Light—any exercise in which you are asked to stop on cue. Research suggests that the better a child gets at playing Musical Chairs, the stronger his or her prefrontal wiring for cognitive control will become.

Operating on a similarly simple principle is a social and emotional learning (SEL) method that’s used to strengthen cognitive control in schoolchildren across the United States. When confronted by an upsetting problem, the children are told to think of a traffic signal. The red light means stop, calm down, and think before you act. The yellow light means slow down and think of several possible solutions. The green light means try out a plan and see how it works. Thinking in these terms allows the children to shift away from amygdala-driven impulses to prefrontal-driven deliberate behavior.

It’s never too late for adults to strengthen these circuits as well. Daily sessions of mindfulness practice work in a way similar to Musical Chairs and SEL. In these sessions you focus your attention on your breathing and practice tracking your thoughts and feelings without getting swept away by them. Whenever you notice that your mind has wandered, you simply return it to your breath. It sounds easy—but try it for 10 minutes, and you’ll find there’s a learning curve.

 

Focusing on Others

 

The word “attention” comes from the Latin attendere, meaning “to reach toward.” This is a perfect definition of focus on others, which is the foundation of empathy and of an ability to build social relationships—the second and third pillars of emotional intelligence.

Executives who can effectively focus on others are easy to recognize. They are the ones who find common ground, whose opinions carry the most weight, and with whom other people want to work. They emerge as natural leaders regardless of organizational or social rank.

 

The empathy triad.

 

We talk about empathy most commonly as a single attribute. But a close look at where leaders are focusing when they exhibit it reveals three distinct kinds, each important for leadership effectiveness:

 

cognitive empathy—the ability to understand another person’s perspective;

 

emotional empathy—the ability to feel what someone else feels;

 

empathic concern—the ability to sense what another person needs from you.

 

Cognitive empathy enables leaders to explain themselves in meaningful ways—a skill essential to getting the best performance from their direct reports. Contrary to what you might expect, exercising cognitive empathy requires leaders to think about feelings rather than to feel them directly.

An inquisitive nature feeds cognitive empathy. As one successful executive with this trait puts it, “I’ve always just wanted to learn everything, to understand anybody that I was around—why they thought what they did, why they did what they did, what worked for them, and what didn’t work.” But cognitive empathy is also an outgrowth of self-awareness. The executive circuits that allow us to think about our own thoughts and to monitor the feelings that flow from them let us apply the same reasoning to other people’s minds when we choose to direct our attention that way.

 

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Emotional empathy is important for effective mentoring, managing clients, and reading group dynamics. It springs from ancient parts of the brain beneath the cortex—the amygdala, the hypothalamus, the hippocampus, and the orbitofrontal cortex—that allow us to feel fast without thinking deeply. They tune us in by arousing in our bodies the emotional states of others: I literally feel your pain. My brain patterns match up with yours when I listen to you tell a gripping story. As Tania Singer, the director of the social neuroscience department at the Max Planck Institute for Human Cognitive and Brain Sciences, in Leipzig, says, “You need to understand your own feelings to understand the feelings of others.” Accessing your capacity for emotional empathy depends on combining two kinds of attention: a deliberate focus on your own echoes of someone else’s feelings and an open awareness of that person’s face, voice, and other external signs of emotion. (See the sidebar “When Empathy Needs to Be Learned.”)

 

When Empathy Needs to Be Learned

 

Emotional empathy can be developed. That’s the conclusion suggested by research conducted with physicians by Helen Riess, the director of the Empathy and Relational Science Program at Boston’s Massachusetts General Hospital. To help the physicians monitor themselves, she set up a program in which they learned to focus using deep, diaphragmatic breathing and to cultivate a certain detachment—to watch an interaction from the ceiling, as it were, rather than being lost in their own thoughts and feelings. “Suspending your own involvement to observe what’s going on gives you a mindful awareness of the interaction without being completely reactive,” says Riess. “You can see if your own physiology is charged up or balanced. You can notice what’s transpiring in the situation.” If a doctor realizes that she’s feeling irritated, for instance, that may be a signal that the patient is bothered too.

Those who are utterly at a loss may be able to prime emotional empathy essentially by faking it until they make it, Riess adds. If you act in a caring way—looking people in the eye and paying attention to their expressions, even when you don’t particularly want to—you may start to feel more engaged.

 

Empathic concern, which is closely related to emotional empathy, enables you to sense not just how people feel but what they need from you. It’s what you want in your doctor, your spouse—and your boss. Empathic concern has its roots in the circuitry that compels parents’ attention to their children. Watch where people’s eyes go when someone brings an adorable baby into a room, and you’ll see this mammalian brain center leaping into action.

 

Research suggests that as people rise through the ranks, their ability to maintain personal connections suffers.

 

One neural theory holds that the response is triggered in the amygdala by the brain’s radar for sensing danger and in the prefrontal cortex by the release of oxytocin, the chemical for caring. This implies that empathic concern is a double-edged feeling. We intuitively experience the distress of another as our own. But in deciding whether we will meet that person’s needs, we deliberately weigh how much we value his or her well-being.

Getting this intuition-deliberation mix right has great implications. Those whose sympathetic feelings become too strong may themselves suffer. In the helping professions, this can lead to compassion fatigue; in executives, it can create distracting feelings of anxiety about people and circumstances that are beyond anyone’s control. But those who protect themselves by deadening their feelings may lose touch with empathy. Empathic concern requires us to manage our personal distress without numbing ourselves to the pain of others. (See the sidebar “When Empathy Needs to Be Controlled.”)

 

When Empathy Needs to Be Controlled

 

Getting a grip on our impulse to empathize with other people’s feelings can help us make better decisions when someone’s emotional flood threatens to overwhelm us.

Ordinarily, when we see someone pricked with a pin, our brains emit a signal indicating that our own pain centers are echoing that distress. But physicians learn in medical school to block even such automatic responses. Their attentional anesthetic seems to be deployed by the temporal-parietal junction and regions of the prefrontal cortex, a circuit that boosts concentration by tuning out emotions. That’s what is happening in your brain when you distance yourself from others in order to stay calm and help them. The same neural network kicks in when we see a problem in an emotionally overheated environment and need to focus on looking for a solution. If you’re talking with someone who is upset, this system helps you understand the person’s perspective intellectually by shifting from the heart-to-heart of emotional empathy to the head-to-heart of cognitive empathy.

 

What’s more, some lab research suggests that the appropriate application of empathic concern is critical to making moral judgments. Brain scans have revealed that when volunteers listened to tales of people subjected to physical pain, their own brain centers for experiencing such pain lit up instantly. But if the story was about psychological suffering, the higher brain centers involved in empathic concern and compassion took longer to activate. Some time is needed to grasp the psychological and moral dimensions of a situation. The more distracted we are, the less we can cultivate the subtler forms of empathy and compassion.

 

Building relationships.

 

People who lack social sensitivity are easy to spot—at least for other people. They are the clueless among us. The CFO who is technically competent but bullies some people, freezes out others, and plays favorites—but when you point out what he has just done, shifts the blame, gets angry, or thinks that you’re the problem—is not trying to be a jerk; he’s utterly unaware of his shortcomings.

Social sensitivity appears to be related to cognitive empathy. Cognitively empathic executives do better at overseas assignments, for instance, presumably because they quickly pick up implicit norms and learn the unique mental models of a new culture. Attention to social context lets us act with skill no matter what the situation, instinctively follow the universal algorithm for etiquette, and behave in ways that put others at ease. (In another age this might have been called good manners.)

Circuitry that converges on the anterior hippocampus reads social context and leads us intuitively to act differently with, say, our college buddies than with our families or our colleagues. In concert with the deliberative prefrontal cortex, it squelches the impulse to do something inappropriate. Accordingly, one brain test for sensitivity to context assesses the function of the hippocampus. The University of Wisconsin neuroscientist Richard Davidson hypothesizes that people who are most alert to social situations exhibit stronger activity and more connections between the hippocampus and the prefrontal cortex than those who just can’t seem to get it right.

 

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The same circuits may be at play when we map social networks in a group—a skill that lets us navigate the relationships in those networks well. People who excel at organizational influence can not only sense the flow of personal connections but also name the people whose opinions hold most sway, and so focus on persuading those who will persuade others.

Alarmingly, research suggests that as people rise through the ranks and gain power, their ability to perceive and maintain personal connections tends to suffer a sort of psychic attrition. In studying encounters between people of varying status, Dacher Keltner, a psychologist at Berkeley, has found that higher-ranking individuals consistently focus their gaze less on lower-ranking people and are more likely to interrupt or to monopolize the conversation.

In fact, mapping attention to power in an organization gives a clear indication of hierarchy: The longer it takes Person A to respond to Person B, the more relative power Person A has. Map response times across an entire organization, and you’ll get a remarkably accurate chart of social standing. The boss leaves e-mails unanswered for hours; those lower down respond within minutes. This is so predictable that an algorithm for it—called automated social hierarchy detection—has been developed at Columbia University. Intelligence agencies reportedly are applying the algorithm to suspected terrorist gangs to piece together chains of influence and identify central figures.

But the real point is this: Where we see ourselves on the social ladder sets the default for how much attention we pay. This should be a warning to top executives, who need to respond to fast-moving competitive situations by tapping the full range of ideas and talents within an organization. Without a deliberate shift in attention, their natural inclination may be to ignore smart ideas from the lower ranks.

 

Focusing on the Wider World

 

Leaders with a strong outward focus are not only good listeners but also good questioners. They are visionaries who can sense the far-flung consequences of local decisions and imagine how the choices they make today will play out in the future. They are open to the surprising ways in which seemingly unrelated data can inform their central interests. Melinda Gates offered up a cogent example when she remarked on 60 Minutes that her husband was the kind of person who would read an entire book about fertilizer. Charlie Rose asked, Why fertilizer? The connection was obvious to Bill Gates, who is constantly looking for technological advances that can save lives on a massive scale. “A few billion people would have to die if we hadn’t come up with fertilizer,” he replied.

 

Focusing on strategy.

 

Any business school course on strategy will give you the two main elements: exploitation of your current advantage and exploration for new ones. Brain scans that were performed on 63 seasoned business decision makers as they pursued or switched between exploitative and exploratory strategies revealed the specific circuits involved. Not surprisingly, exploitation requires concentration on the job at hand, whereas exploration demands open awareness to recognize new possibilities. But exploitation is accompanied by activity in the brain’s circuitry for anticipation and reward. In other words, it feels good to coast along in a familiar routine. When we switch to exploration, we have to make a deliberate cognitive effort to disengage from that routine in order to roam widely and pursue fresh paths.

 

“A wealth of information creates a poverty of attention,” wrote the economist Herbert Simon in 1971.

 

What keeps us from making that effort? Sleep deprivation, drinking, stress, and mental overload all interfere with the executive circuitry used to make the cognitive switch. To sustain the outward focus that leads to innovation, we need some uninterrupted time in which to reflect and refresh our focus.

 

The wellsprings of innovation.

 

In an era when almost everyone has access to the same information, new value arises from putting ideas together in novel ways and asking smart questions that open up untapped potential. Moments before we have a creative insight, the brain shows a third-of-a-second spike in gamma waves, indicating the synchrony of far-flung brain cells. The more neurons firing in sync, the bigger the spike. Its timing suggests that what’s happening is the formation of a new neural network—presumably creating a fresh association.

 

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But it would be making too much of this to see gamma waves as a secret to creativity. A classic model of creativity suggests how the various modes of attention play key roles. First we prepare our minds by gathering a wide variety of pertinent information, and then we alternate between concentrating intently on the problem and letting our minds wander freely. Those activities translate roughly into vigilance, when while immersing ourselves in all kinds of input, we remain alert for anything relevant to the problem at hand; selective attention to the specific creative challenge; and open awareness, in which we allow our minds to associate freely and the solution to emerge spontaneously. (That’s why so many fresh ideas come to people in the shower or out for a walk or a run.)

 

The dubious gift of systems awareness.

 

If people are given a quick view of a photo of lots of dots and asked to guess how many there are, the strong systems thinkers in the group tend to make the best estimates. This skill shows up in those who are good at designing software, assembly lines, matrix organizations, or interventions to save failing ecosystems—it’s a very powerful gift indeed. After all, we live within extremely complex systems. But, suggests the Cambridge University psychologist Simon Baron-Cohen (a cousin of Sacha’s), in a small but significant number of people, a strong systems awareness is coupled with an empathy deficit—a blind spot for what other people are thinking and feeling and for reading social situations. For that reason, although people with a superior systems understanding are organizational assets, they are not necessarily effective leaders.

 

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An executive at one bank explained to me that it has created a separate career ladder for systems analysts so that they can progress in status and salary on the basis of their systems smarts alone. That way, the bank can consult them as needed while recruiting leaders from a different pool—one containing people with emotional intelligence.

 

Putting It All Together

 

For those who don’t want to end up similarly compartmentalized, the message is clear. A focused leader is not the person concentrating on the three most important priorities of the year, or the most brilliant systems thinker, or the one most in tune with the corporate culture. Focused leaders can command the full range of their own attention: They are in touch with their inner feelings, they can control their impulses, they are aware of how others see them, they understand what others need from them, they can weed out distractions and also allow their minds to roam widely, free of preconceptions.

 

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EMOTIONAL INTELLIGENCE FEATURE 

 

Daniel Goleman, Richard E. Boyatzis, and Annie McKee

 

Your mood can drive (or inhibit) your company’s bottom line.

 

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This is challenging. But if great leadership were a paint-by-numbers exercise, great leaders would be more common. Practically every form of focus can be strengthened. What it takes is not talent so much as diligence—a willingness to exercise the attention circuits of the brain just as we exercise our analytic skills and other systems of the body.

The link between attention and excellence remains hidden most of the time. Yet attention is the basis of the most essential of leadership skills—emotional, organizational, and strategic intelligence. And never has it been under greater assault. The constant onslaught of incoming data leads to sloppy shortcuts—triaging our e-mail by reading only the subject lines, skipping many of our voice mails, skimming memos and reports. Not only do our habits of attention make us less effective, but the sheer volume of all those messages leaves us too little time to reflect on what they really mean. This was foreseen more than 40 years ago by the Nobel Prize–winning economist Herbert Simon. Information “consumes the attention of its recipients,” he wrote in 1971. “Hence a wealth of information creates a poverty of attention.”

My goal here is to place attention center stage so that you can direct it where you need it when you need it. Learn to master your attention, and you will be in command of where you, and your organization, focus.

 

DG

 

Daniel Goleman, best known for his writing on emotional intelligence, is Co-Director of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. His latest book is Building Blocks of Emotional Intelligence, a 12-primer set on each of the emotional intelligence competencies, and he offers training on the competencies through an online learning platform, Emotional Intelligence Training Programs. His other books include Primal Leadership: Unleashing the Power of Emotional Intelligence and Altered Traits: Science Reveals How Meditation Changes Your Mind, Brain, and Body.  

23/12/2020, 20:54 - Raman Bharadwaj: 22 Life Lessons I Learned From My Mentors That Every Person Should Know

 



 

5 min read

With every conversation I have, a book I read, a mistake I make, and new knowledge I acquire, I feel less sure about everything.

The French philosopher Voltaire said it best:

 

“The more I read, the more I acquire, the more certain I am that I know nothing.”

 

When I got my first degree in business, nine years ago, I was certain I knew nothing. So I got a master’s degree after that. That took me about two more years.

Still, I knew nothing. So after that, I did my best to learn from mentors, family, business partners, clients, friends, colleagues. I tried to absorb all their knowledge.

I’ve been blessed to meet a lot of wonderful people who I’ve learned a lot from. And if you also want to learn from people you look up to, just observe them. Understand how they behave, think, talk, work, conduct business, etc.

That’s why I think everyone has mentors. But not everyone actively observes them.

Most of us expect a mentor to show up and say:

 

“As of today, I’m your official mentor. Here‘s lesson one: Don’t be an idiot.”

 

I don’t know about you, but that has never happened to me. Instead, I find ways to spend time with people I want to learn from and learn by observing them. That strategy has helped me a lot in recent years.

Here’s a list of things I’ve observed my mentors saying. I hope you find it useful too.

 

“I like to work because that keeps me young.” One of my mentors is in his seventies. If you believe scientists, he should be a rusty old man with only a few good brain cells. Instead, he’s a vital person. Good genes? Maybe. He doesn’t have time to think about that stuff. He just does things.

 

“Adults don’t need to ask for permission.” Screw gatekeepers and naysayers. If you believe in something, do it. And if it doesn’t work out, it’s always better to ask for forgiveness.

 

“People who always complain give me a headache.” Don’t be a party-pooper.

 

“If people want to go. Let them. And wish them well.” Over the course of your career, you’ll lose friends, colleagues, team members, employees, bosses, partners. Shit happens and people move on. Friends become enemies. Know when it’s time for you to move on. And never hold a grudge.

 

“Be smart about your career.” Don’t be a sheep. Understand that everyone is competing for the same things. Be smart and think about winning. Just stay ethical. And yes, that’s possible. Life is not House of Cards.

 

“Treat people well. The world is small.” We’re humans. And humans are emotional. And emotions make people do weird things. Don’t do weird things to people.

 

“Life is not fair. Get over it.” Yeah, yeah, I get it. You’re sad. You didn’t get that promotion. No one cares about your product. These things happen. Don’t wish things were different. Just be better next time.

 

“Know yourself. But also know your industry, business, friends, enemies, competition.” Self-awareness is the start of personal growth. But if you want to truly advance your career, you have to understand your environment too. Otherwise, you’ll be a monk who only knows himself.

 

“I always make the best out of everything.” Stop trying to find your passion. And don’t be a spoiled little brat. Just enjoy your life, have fun, relax, be a sport. You don’t need a dream job or a million dollars to do those things.

 

“I hate it when people are not prepared.” No matter how small your next assignment is, come prepared. It’s the difference between an amateur and a pro. Know your shit.

 

“Hard things will always remain hard. Things don’t get easier by putting them off.” Difficult conversations, firing people, admitting mistakes, saying you’re sorry. You never really get used to hard things. It’s always better to rip the band-aid. Just get it over with.

 

“Not everyone thinks the same way you do.” I often hear people saying: “That person doesn’t understand me.” Have you ever thought that it might be the other way around? People are different. Do your best to put yourself in the other person’s shoes.

 

“Bad people only hurt themselves. I feel bad for them.” Never try to get back at bad people. Their punishment is that they are a bad person.

 

“Always have a side-business” Everyone should be able to make money independently. Create something of value. When people pay for it, you’re in business.

 

“Everything comes to an end.” Your good health, relationships, family, pet, business. We all know how things end. Just make sure you appreciate the things you still have. Before you know it, everything will be gone. And so will you.

 

“I fail all the time. I just don’t give up.” Failure is overrated. It’s merely a different word for learning. We just get all emotional about it. “I suck.” No, you don’t. But if you give up you do.

 

“Why does everyone want to be happy all the time?” There’s nothing wrong with being sad, angry, frustrated. Just don’t stay in those emotions. Acknowledge it, and then move on.

 

“People are in love with their own voice.” Sometimes it’s good to shut up and listen to other people.

 

“I hate fabricated fun. It’s not fun.” For the love of God, stop forcing people to have ‘fun’ at your stupid office party. It’s not fun to tell people to have fun. Just relax and be human, you weird android in a suit.

 

“Resting is more important than working.” The art of resting is a difficult thing to learn. We’re all so restless. We want things to happen today, now, this very instant. Let it go. Just breathe for a second. Rest.

 

“I don’t give a shit.” I can’t tell you how often I heard my mentors saying that phrase. Somehow, happy people don’t care about shit that doesn’t matter.

 

“My goal is to learn one new thing every day.” Learning is something you do deliberately. Remind yourself every day that you want, no NEED, to learn something new.

 

What new thing did you learn today? After writing this list, I learned that all the stuff I know, I’ve learned from others. Does that make me stupid? I don’t give a shit anyway. It’s time to rest.

 

 

24/12/2020, 15:33 - Raman Bharadwaj: Dec 23, 2020

No Formal Training?

14 Ways To Sharpen Skills Outside Of Work

Expert Panel®Forbes Councils Member

Forbes Coaches CouncilCOUNCIL POST| Membership (fee-based)

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While employers often stress the importance of self-development in the pursuit of an advanced skill set, they may not provide formal training to help employees meet those expectations. Where does this leave professionals who wish to move forward in their careers?

 

They might need to take matters into their own hands and get creative to sharpen their skills outside of work.

As industry-leading coaching professionals, the members of Forbes Coaches Council work with clients who are constantly seeking self-improvement, both in and out of the office. We asked them to each share one thing that a professional can do to take their skills to the next level without formal training. You can read 14 of their top suggestions below.

 

Forbes Coaches Council members discuss ways for professionals to sharpen their skills outside of work.

 

*1. Take Advantage Of Online Resources*

Today, there are a number of ways to continue leveling up your skills, knowledge and abilities. There are free courses and a host of experts sharing their skills on platforms such as LinkedIn and even Instagram. In addition, you can receive quite a bit of insight from podcasts and YouTube videos. My constant go-to for sharpening my skills is reading books. - Aiko Bethea, RARE Coaching & Consulting, LLC

 

*2. Find A Mentor Who Is One Or Two Steps Ahead Of You*

My best advice is to find a mentor from within your network who is one to two steps ahead of you on their career journey. He or she will have been through the same challenges that you’re going through recently enough to truly support you without it being a tall ask of their time. - Kate Peters, Bright Voyage Leadership

 

*3. Practice Desired Skills And Ask For Feedback*

Make it clear to yourself what skills you would like to sharpen. Then, find a setting where you can practice and get feedback. For instance, if you would like to be better at communicating, raise your voice whenever possible (such as at a community meeting or parent meeting), and ask people for feedback on how clear your message was. Read books on the topic and look for a role model or mentor. - Pernille Hippe Brun, Momentu

 

*4. Exercise Your ‘Learning Muscles’*

Get intensely passionate about learning! You may not be thrilled to study for that project management professional exam. But you can exercise your “learning muscles” by diving into something that you do love. If you are not regularly exercising your brain to continue learning, it will be tougher to sharpen your skills outside of work. Get passionate about learning and allow that energy to flow into sharpening your skills. - Amit Raikar, ARC Performance Coaching

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

 

*5. Do Pro Bono Work*

Find pro bono work that will allow you to sharpen the specific skill you want to improve. Love to coach, but your company won’t pay for training to improve your coaching skill set? Go out and offer pro bono coaching to a client for an hour a week outside of work. If they are pleased with your support, ask for a LinkedIn testimonial. - Betty Kempa, Betty Kempa | Business Coach

 

 

 

*6. Find A Hobby*

Find a mentor and a hobby. I build furniture on the side. It gives me an outlet outside of my day job to create. There’s something to be said about building something tangible that will be on this earth for decades after I’m gone. - Todd Zaki Warfel, Zaki Warfel & Co.

 

*7. Read Up On Relevant Topics*

While there are a plethora of online options for training, how many of us actually read to improve ourselves for the workplace? From emotional intelligence, productive disagreement and time management to change management and project management, there are books and articles on these topics at the ready. I don’t recommend just diving in; instead, get a few recommendations from people you trust and get to reading. - Karen Silins, A+ Career & Resume, LLC

 

*8. Volunteer For A Nonprofit*

One of the best ways to sharpen your skills outside of work is to volunteer for a nonprofit. These organizations need talented volunteers to work in direct service roles with their clients and to serve on their boards of directors and committees. I began my Girl Scout volunteer service working directly with girls. Later, I served on the board, using and growing my finance and leadership expertise. - Vivian Hairston Blade, Experts in Growth Leadership Consulting, LLC

 

*9. Practice Self-Awareness*

Becoming more aware by improving your sensory acuity skills is something you can do anytime, anywhere that will have a dramatic impact. No matter your role, a heightened sense of self and others improves your relationships and results. - Stacey McKibbin, Consilio

 

*10. Join Professional Organizations And Associations*

Be proactive and resourceful in finding opportunities to sharpen your skills outside of work. Sometimes it’s better to learn outside of work and make your mistakes away from the office environment. Seek out professional organizations and associations in your industry. You will network, learn from your colleagues and benefit from their speakers and training. Check out your local library as well. - Donna Poudrier, Hellmann Career Consulting

 

*11. Reach Out To Speakers And Authors*

Find multiple mentors who are established in the skills you seek. Whether in person or online through podcasts, videos and audiobooks, personalize your experience by reaching out to the speakers and authors who enrich you. Mentor someone else to expand and scale your skills. Boosting your value by demonstrating implicit motivation, confidence and courage will open the door to greater outcomes. - Sharon A. Kuhn, Executive EQ

 

*12. Create Your Own Growth Plan*

What skills would most support you at work and in life? Think about where things are headed, your skill gaps, etc.—what skill could you develop that would most support you in 12 months? Once you pick a skill to develop, check out courses online. There are tons of great training opportunities on Udemy, LinkedIn Learning and other online platforms. - Christy Geiger MCC, CPCC, Synergy Strategies Coaching & Training

 

*13. Mentor A Startup Or A Young Person*

The process of helping them will help you learn, and in turn, their new ideas will keep you fresh and young. When mentoring someone, you’ll be surprised by how much you learn about yourself, your communication skills, the latest trends in your mentee’s field and more. There’s so much you have to give and so much you stand to gain. It’s a true win-win. - Rajeev Shroff, Cupela Consulting

 

*14. Seek To Add Value To Your Employer*

Even without a formal training program, most employers are open to helping you learn skills that will benefit them. Talk to your boss about mentoring or job shadowing. At the same time, introduce yourself to LinkedIn connections who are in the job you want. Follow who they follow, identify skills you want to improve, read and bring your new knowledge to work. - Christine Rose, Christine Rose Coaching & Consulting

 

24/12/2020, 15:49 - Raman Bharadwaj: “Follow your bliss."

- poem by Joseph Campbell

If you do follow your bliss,

you put yourself on a kind of trackthat has been there all the while waiting for you,

and

the life you ought to be living is the one you are living.

 

When you can see that,

you begin to meet people

who are in the field of your bliss,

and

they open the doors to you.

 

I say, follow your bliss and don’t be afraid,

and

doors will open where you didn’t know they were going to be.

 

If you follow your bliss,

doors will open for you that wouldn’t have opened for anyone else.

 

The cave you fear to enter holds the treasure you seek.

 

We must be willing to get rid of the life we've planned, so as to have the life that is waiting for us.

 

A hero is someone who has given his or her life to something bigger than oneself.

 

Follow your bliss and the universe will open doors for you where there were only walls.

 

The privilege of a lifetime is being who you are.

 

Myths are public dreams, dreams are private myths.

 

Find a place inside where there's joy, and the joy will burn out the pain.

 

The goal of life is to make your heartbeat match the beat of the universe, to match your nature with Nature.

 

Your sacred space is where you can find yourself again and again.

 

The big question is whether you are going to be able to say a hearty yes to your adventure.

 

24/12/2020, 16:02 - Raman Bharadwaj: 50 Joseph Campbell Quotes

 

1. “We must let go of the life we have planned, so as to accept the one that is waiting for us.”- Joseph Campbell

 

2. “Find a place inside where there’s joy, and the joy will burn out the pain.”- Joseph Campbell

 

3. “A hero is someone who has given his or her life to something bigger than oneself.”- Joseph Campbell

 

4. “I don’t believe people are looking for the meaning of life as much as they are looking for the experience of being alive.”- Joseph Campbell

 

5. “I think the person who takes a job in order to live —that is to say, for the money— has turned himself into a slave.”- Joseph Campbell

 

6. “Follow your bliss and don’t be afraid.”- Joseph Campbell

 

7. “If you’re going to have a story, have a big story.”- Joseph Campbell

 

8. “Your sacred space is where you can find yourself again and again.” – Joseph Campbell

 

9. “The privilege of a lifetime is being who you are.” – Joseph Campbell

10. “The achievement of the hero is one that he is ready for and it’s really a manifestation of his character. It’s amusing the way in which the landscape and conditions of the environment match the readiness of the hero. The adventure that he is ready for is the one that he gets.” – Joseph Campbell

 

11. “It is going down into the abyss that we recover the treasures of life. Where you stumble, there lies your treasure.” – Joseph Campbell

 

12. “The cave you fear to enter holds the treasure you seek.” – Joseph Campbell

 

13. “Opportunities to find deeper powers within ourselves come when life seems most challenging.” – Joseph Campbell

 

14. “If you are falling, dive.” – Joseph Campbell

 

15. “There is perhaps nothing worse than reaching the top of the ladder and discovering that you’re on the wrong wall.” – Joseph Campbell

 

16. “Suddenly you’re ripped into being alive. And life is pain, and life is suffering, and life is horror but my God you’re alive and it’s spectacular.” – Joseph Campbell

 

17. “Where you stumble and fall, there you will find gold.”- Joseph Campbell

 

18. “Your life is the fruit of your own doing. You have no one to blame but yourself.”- Joseph Campbell

 

19. “Life is without meaning. You bring the meaning to it. The meaning of life is whatever you ascribe it to be. Being alive is the meaning.” – Joseph Campbell

 

20. “Is the system going to flatten you out and deny you your humanity, or are you going to be able to make use of the system to the attainment of human purposes?” – Joseph Campbell

 

21. “Participate joyfully in the sorrows of the world. We cannot cure the world of sorrows, but we can choose to live in joy.” – Joseph Campbell

 

22. “You become mature when you become the authority of your own life.” – Joseph Campbell

 

23. “If you can see your path laid out in front of you step by step, you know it’s not your path. Your own path you make with every step you take. That’s why it’s your path.” – Joseph Campbell

 

24. “The big question is whether you are going to be able to say a hearty yes to your adventure.” – Joseph Campbell

 

25. “If you do follow your bliss you put yourself on a kind of track that has been there all the while, waiting for you, and the life that you ought to be living is the one you are living.” – Joseph Campbell

 

26. “What each must seek in his life never was on land or sea. It is something out of his own unique potentiality for experience, something that never has been and never could have been experienced by anyone else.” – Joseph Campbell

 

27. “One way or another, we all have to find what best fosters the flowering of our humanity in this contemporary life, and dedicate ourselves to that.” – Joseph Campbell

 

28. “When you make the sacrifice in marriage, you’re sacrificing not to each other but to unity in a relationship. – Joseph Campbell

 

29. “Love is perfect kindness.” – Joseph Campbell

 

30. “When your heart speaks, take good notes.” – Joseph Campbell

 

31. “When we quit thinking primarily about ourselves and our own self-preservation, we undergo a truly heroic transformation of consciousness.” – Joseph Campbell

 

32. “We’re so engaged in doing things to achieve purposes of outer value that we forget the inner value, the rapture that is associated with being alive, is what it is all about.” – Joseph Campbell

 

33. “Technology is not going to save us. Our computers, our tools, our machines are not enough. We have to rely on our intuition, our true being.” – Joseph Campbell

 

34. “We’re in a freefall into future. We don’t know where we’re going. Things are changing so fast, and always when you’re going through a long tunnel, anxiety comes along. And all you have to do to transform your hell into a paradise is to turn your fall into a voluntary act. It’s a very interesting shift of perspective and that’s all it is… joyful participation in the sorrows and everything changes.” – Joseph Campbell

 

35. “The ultimate dragon is within you, it is your ego clamping you down.” – Joseph Campbell

 

36. “That step, the heroic first step of the journey, is out of, or over the edge of your boundaries, and it often must be taken before you know that you will be supported.” – Joseph Campbell

 

37. “You are the hero of your own story.” – Joseph Campbell

 

38. “Life has no meaning. Each of us has meaning and we bring it to life. It is a waste to be asking the question when you are the answer.” – Joseph Campbell

 

39. “Sit in a room and read–and read and read. And read the right books by the right people. Your mind is brought onto that level, and you have a nice, mild, slow-burning rapture all the time.” – Joseph Campbell

 

40. “As you proceed through life, following your own path, birds will shit on you. Don’t bother to brush it off. Getting a comedic view of your situation gives you spiritual distance. Having a sense of humor saves you.” – Joseph Campbell

 

41. “Life is like arriving late for a movie, having to figure out what was going on without bothering everybody with a lot of questions, and then being unexpectedly called away before you find out how it ends.” – Joseph Campbell

 

42. “Myths are public dreams, dreams are private myths.” – Joseph Campbell

 

43. “We’re not on our journey to save the world but to save ourselves. But in doing that you save the world. The influence of a vital person vitalizes.” – Joseph Campbell

 

44. “Myth is much more important and true than history. History is just journalism and you know how reliable that is.” – Joseph Campbell

 

45. “Regrets are illuminations come too late.” – Joseph Campbell

 

46. “A bit of advice given to a young Native American at the time of his initiation: As you go the way of life, you will see a great chasm. Jump. It is not as wide as you think.” – Joseph Campbell

 

47. “The job of an educator is to teach students to see vitality in themselves.” – Joseph Campbell

 

48. “Not all who hesitate are lost. The psyche has many secrets in reserve. And these are not disclosed unless required.”- Joseph Campbell

 

49. “We save the world by being alive ourselves.” – Joseph Campbell

 

50. “I always feel uncomfortable when people speak about ordinary mortals because I’ve never met an ordinary man, woman or child.” – Joseph Campbell

24/12/2020, 17:05 - Raman Bharadwaj: What Is Character and Why Is It Important?

 

How to benefit from working on your character

 

Bill Abbate

 

Dec 23 · 5 min read

 

Photo by Pixabay on Pexels

 

When you hear the word character, what comes to mind? A character in a television show or a movie? Maybe it’s some “character” you know at work or as a friend? It could be a cartoon character or a character drawing. Is it the character in the typeface you are reading or intending to use? It could be a symbol, sign, or mark.

It is interesting when you Google the word “character,” as results on the first page show nothing about the character of a person.

Character seems like a dated word today. Much modern writing overlooks character and its importance. Sure, there are some books out there, but how often do you come across an article specifically addressing character in the older use of the word? As possessing a good or noble character?

 

What is character?

 

While most of us are familiar with the word “character,” how well do we really understand its meaning and importance in our lives and the lives of others?

First, let’s define what we mean when we say “character.” The definition in the Oxford Dictionary is simply “the mental and moral qualities distinctive to an individual.” This definition is not very descriptive and does not help us understand the deeper meaning of the word.

Most writers of the past wrote of character as honorable. Someone with good or noble character would possess honesty, courage, integrity, loyalty, honor, fortitude, and other important virtues. Each of these virtues results in a behavior that is likewise good and noble. Such character traits are who a person is at the core of their being. These traits influence every decision and choice they make in life.

 

“Our character is basically a composite of our habits. Because they are consistent, often unconscious patterns, they constantly, daily, express our character.” Stephen Covey

 

You will often hear character is who we are in the dark. It is revealed when no one is watching. It is in what we would do if no one were ever to know. It shows up in the way we treat others. It’s doing what is right when no one else is looking.

There are, of course, two sides to the character coin. Some are said to lack character, although even those who lack character have some character. Those who lack character have a flawed, disrespectful way about them. They are of ignoble or vile character.

Think of the lack of character of such horrendous people as Hitler, Stalin, or Mao Zedong. Each of these men was responsible for the brutal murder of tens of millions of people. Their character was horrible, terrible, bad, brutal, vicious, appalling, disgusting, and evil, to use a few descriptive words.

However, our concern here is not with bad character but with what most consider normal or good character.

 

“Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.” John Wooden

 

How important is character today?

 

There is a reason character was written about and discussed so often in the past. Character is essential to the moral development of humanity. It always has and always will be extremely important, regardless of where a person lives or what society says.

Without character, you could never develop the trust needed for a good relationship. Trust is the foundation of relationship; thus, it is critical to life, as without relationship, life ceases to exist.

Today more than ever, character matters. At no other time in history has common man had so much influence. The reach of an average person through social media and their potential to influence others is enormous. A good and noble character is essential to maintaining even a semblance of a decent society in today’s world.

 

“Character is the result of two things: Mental attitude and the way we spend our time.” Elbert Hubbard

 

We continue building our character every day we live and strive to improve ourselves and our life. With continued work on oneself, character can be transformed and changed over time. Hopefully, the change will be in the right direction!

 

“Character isn’t something you were born with and can’t change, like your fingerprints. It’s something you weren’t born with and must take responsibility for forming.” Jim Rohn

 

How can character benefit you?

 

There are many benefits for a person to continue working on their character throughout life. A few benefits of a good and noble character include:

 

Treating others with respect and honor.

 

Developing trust, the foundation of all relationships.

 

Building confidence in others and in yourself.

 

Caring for other people, especially those close to you or in your family.

 

Building and maintaining good and strong relationships with others.

 

Enhancing the value you deliver at work and in life.

 

Understanding your purpose and living a more fulfilling life.

 

Providing drive, energy, and stamina to work hard and to help others.

 

Focusing on the positive and good in your life and the life of others.

 

Being diligent in your duties at work and home.

 

Reducing stress and anxiety in life.

 

Do you notice what most of these benefits have in common? People — relationships! Life is lived in relationship with others, so it makes sense, doesn’t it?

 

“People do not seem to realize that their opinion of the world is also a confession of character.” Ralph Waldo Emerson

 

Final words

 

Why work to improve your character? Because it is life-changing and life-enhancing. As you continue to develop your character, life improves in every way. You will live a more meaningful and satisfying life, and you will improve others’ lives. What better reason to work on your character?

I leave you with this final quote on which to contemplate. In it is the pathway to a good and noble character.

 

“Watch your thoughts, they become your words; watch your words, they become your actions; watch your actions, they become your habits; watch your habits, they become your character; watch your character, it becomes your destiny.” Lao Tzu

25/12/2020, 12:23 - Raman Bharadwaj: *10 Steps to Achieve a Growth Mindset in Business*

Here's how to supercharge your wellbeing on the path to success.

 

ENTREPRENEUR LEADERSHIP NETWORK WRITER, Kristian Livolsi

Growth Advisor and Business Coach

August 4, 2020

 

We all take pleasure when our ideas come to fruition. We’re even more pleased when the ideas have an impact by improving motivation, innovation or productivity, among other areas. The spread of an idea can benefit many, but that popularity can also alter and distort the original.

I am a fan of Carol Dweck’s research. Dweck is a highly regarded professor of psychology at Stanford University and the author of several books, including Mindset: The New Psychology of Success. In Mindset, Dweck differentiates a “growth mindset” from a “fixed mindset.” According to Dweck: A growth mindset is “the belief that an individual’s most basic abilities and skills can be developed through dedication and hard work—brains and talent are just the starting point.”  

A fixed mindset is “the belief that an individual’s basic abilities and skills, their intelligence and their talents, are just fixed traits.” 

 

Dweck concluded that individuals who believe they can develop their talents through hard work, good strategies and input from others have a growth mindset. These individuals are likelier to achieve more than those with fixed mindsets because they put more energy into learning and are less concerned about looking smart. 

 

Adopting a growth mindset can supercharge your wellbeing and growth. Here are ten ways to develop a growth mindset in business.

 

1. Be 100 percent accountable 

To grow, you need to be accountable, or willing to accept responsibility. As an entrepreneur, you must start to be responsible and accountable to yourself. As you grow, you will be demonstrating accountability and its value to your team; they will follow your lead, making accountability part of your company’s culture.

 

2. Do not be concerned with what others have 

Avoiding envy is fundamentally important when you’re trying to be focused, driven and leading. Focusing on what others have and what they are doing sets expectations that simply slow you down and take focus away from your purpose. 

 

3. Become an expert in your field 

 

I meet so many so-called “headliners,” people who skim the surface. In a world fueled by fake news, Photoshop’ed social posts and other illusions, it’s critical to become an expert. Strive to become truly good at what you do—so good that everybody wants your services. Stand out based on your specialty.

 

4. Don’t focus on your failures

 

When we learn that we should work on our weaknesses, we tend to think we need to hold on to our failures. But focusing on your failures gives detractors too much leverage against you. Instead, claim and learn from your failures and then focus on learning and growing from your mistakes.

 

5. Do the work and put in the time

 

Greatness does not come when you put in just ten percent. Put in ten percent, and you’ll achieve only two percent of your potential. To achieve greatness, you’ve got to be at 100 percent, putting in the time and effort.

6. Do what you love for the people who love what you do

 

One of my favorite sayings is, “You need to be purpose-driven doing what you love for those who love what you do.”

Related: Understanding The Growth Mindset

Discovering your purpose is as important as finding your niche. You will bring much more value and expertise to those that need you, and you will have so much more fun delivering your products and services.

 

7. Don’t focus on money

 

Business leaders that focus solely on money are never fully satisfied, and often lose their customers. Instead, care about creating value. You want customers to say how proud they are about your products and services. You want employees to say how great it is to work for you and how much they learn from you. Focus on creating fans through value creation. 

 

8. Achieve your outcomes quickly

 

Do not be obsessed with perfection. Instead, be fast. Getting somewhere first has more value than being perfect but last. That first-mover advantage is very important for growth. Develop an appetite to fail often and quickly, developing your products and services quickly and better aligned with the needs of your customers.

 

9. Be grateful for what you have

 

Be grateful for what you have now. Be grateful for what you’re going to achieve. Be grateful for what you don’t have. Gratitude is a gift and a core requirement for a growth mindset. The true expression of gratitude sets off energy that has the power of drawing people towards you. Explore and embrace it.

 

10. Become self-aware and understand your purpose

 

If you want to succeed in life, you must know your purpose. If you want to have a business growth mindset, you must become self-aware and understand your purpose. Self-awareness has the power to align your will and humility, which attracts people to you through your purpose.

Related: To Survive and Thrive, You Need a Growth Mindset

Growth mindset is the belief that skills and abilities can be improved and that developing these is the purpose of your actions.

Build a culture whereby all employees are enabled and encouraged to develop growth mindsets for themselves—reward improvement.

Emphasize that failures are opportunities and not threats. Leaders need to encourage and challenge employees to be brave and courageous.

A growth mindset is a continuous belief that improvement is possible and that failures are opportunities to learn. It is much larger than the limited objective of improving earnings.

 

Growth mindset is a frame of mind. Leaders can positively assist people in adopting growth mindsets by fostering a culture encouraging specific behaviors and practices. Individuals and organizations can have growth mindsets.

 

A growth mindset is not unbounded. Just because you put your mind to something doesn’t mean you can do anything. You have to work at it, so start by implementing these ten steps and begin to live with purpose.

 

25/12/2020, 13:06 - Raman Bharadwaj: Killer Keystrokes (3 min read):

 

The reason for this long post is the recent increase in abusive, callous  posts on known and renowned people,  by those who are unable to take things in any perspective, other than theirs!

 

The below write up is the result of three  triggers over the last few weeks.

 

Just because a bit of visibility is available for anyone with a social media account today , many people are beginning to feel that  they have the 'power' to express anything about anyone in any manner.

 

Each individual is entitled to an opinion of course and their freedom of expression. But that freedom comes with the responsibility of being respectful and factual.

 

Nobody is perfect. Nobody is going to be perfect either.

 

In any field, there have been blunders and problems. Some preventable, some unpreventable. These are likely to be continue too. Highlighting such blunders or issues to the public or the affected lot or to the appropriate audience, using social media as a tool, seemed to be a great idea, till a point in time.

But, increasingly now, many have begun to get addicted to the 'admiration' or increased following, they get through  sensationalism and have begun seeking attention using this as the means.

 

When people make public posts, irrespective of the media and the gravity or quantum of the 'blunder' or 'issue' on hand, they should remember the below

(1)Validation:

Is this true?

Is there proof ? Etc.

(2) Impact :

Who does this affect?

What is the short term and long term implication of this impact?

Can it be quantified? Etc.

(3) Solution:

Is there a valid solution that I may propose?

Do I know someone who can take suitable and legitimate action on or advice on  this issue?

(4) Communication and choice of medium:

Does this need to be forwarded only to the concerned people for action? Or,

Does this need to be published in a social media for 'all' to see?

What should it say?

More importantly, how should that be presented?

 

So, if people use their 'power' judiciously, they will need to validate, assess impact(in any manner that is best understood by them - even the diligent use of common sense is a good enough assessment tool ! ), Search for solution, decide on the communication content and its medium and then, share that communication appropriately.

If at all, after all this, someone still  decides that their issue is to be published for the general public or for a huge group to see, then , as human beings, who are blessed with the abilities to both think and feel, they should remember the following basic, ground rules:

 

(A) No personalising the issue

(B) No calling names or ridiculing the individual

(C) No addressing the concerned person disrespectfully

(D) No dragging their families into the issue

(E) No in appropriate pictures or memes

(F) No deliberate misguiding through the post

(G) No facts or quotes that are not validated

 

The above do not make an exhaustive checklist but just to give an idea of the quantum of the 'responsibility' that comes with the freedom of expression in this domain.

 

Last but not the least, one should think of the below, before any comment is made or if any issue is being highlighted for anyone to see

(I) The persons age

(ii) Their position or role in their personal life, professional life, social life and public life

(Iii) The good things done by that person, apart from the blunder(s) on hand

(Iv) The impact on that person physically, financially, socially and most of all -  emotionally, that could result from a callous or inappropriate post (irrespective of its factual accuracy).

 

All the above are critical because while we may have the freedom of expression, not all of us have the complete and legitimate evidence , of the case on hand or, the authority to go public with what we do have , or worse, with what we feel.

 

The above applies when we are reacting to others callous posts about us too.

 

"It is important to remember that every saint has a past and every sinner has a future."

 

The point I am making here is that, people should give the highest attention to HOW they are saying it and WHERE, once they have decided WHAT they are going to say.

 

This certainly would enhance ones EQ and would align mankind towards being humane.

 

26/12/2020, 07:37 - Raman Bharadwaj: FACTS, ASSUMPTIONS, PRESUMPTIONS, AND APPREHENSIONS

 

Coca-Cola came to India in the 1980s, took over 11 soft drink Indian/other brands also. Any remaining were taken over by Pepsi…….No protests, no noise.

 

Amazon invading almost every city home in India………No protests, no noise.

 

Blue Dart, DHL & FedEx came and now dominating the courier business with their own aircraft, etc……No protests, no noise.

 

Chinese & Korean mobiles were swamping India…..No protests, no noise.

 

Nestle, Maggi, ITC, Pepsi, etc already in Farm Sector in a big way…..No protest, no noise,

 

Vehicle industry, two-wheelers as well as four-wheelers are all swamped by foreign companies like Honda, Hyundai, …..No protest no noise

 

But the apprehension of entry of Adani or Ambani in the farm sector being magnified & resisted through the current farmers' agitation.

 

But Patanjali, a big threat to India……!!!

 

Too many assumptions leading to exaggerated apprehensions.

 

Is this happening because of a lack of understanding or our stupidity….???

Or a Cunning, Planned Determined, Vicious, Destructive Strategy???

 

26/12/2020, 09:35 - Raman Bharadwaj: An American man walked into a restaurant in London. As soon as he entered, he  noticed an Indian sitting in the corner.

So he walked over to the counter, removed his wallet and shouted, "Waiter! I am buying food for everyone in this restaurant, except that Indian guy over there!"

So the waiter collected the money from the man and began serving free food to everyone in the restaurant, except the Indian.

However, instead of becoming upset, the Indian simply looked up at the American and

shouted, "Thank you!" That infuriated the man. So once again, the American took out his wallet and shouted, "Waiter! This time I am buying bottles of wine and additional food for everyone in this bar, except for that Indian sitting in the corner over there!" So the waiter collected the money from the man and began serving free food and wine to

everyone in the bar except Indian.

When the waiter finished serving the food and drinks, once again, instead of becoming angry, the Indian simply smiled at the American man and shouted, "Thank you!"

That made the American man furious. So he leaned over on the counter and said to the

waiter, "What is wrong with that Indian man? I have bought food and drinks for everyone in this bar except him, but instead of becoming angry, he just sits there and smiles at me and shouts 'Thank you.' Is he

mad???"

The waiter smiled at the American and said, "No, he is not mad. He is the owner of this

restaurant.

May your enemies work unknowingly in your favour.

 

💬 Stay away from Anger..It hurts ..Only You!

💬 If you are right then there is no need to get angry,

💬 And if you are wrong then you don't have any right to get angry.

💬 Patience with family is love,

💬 Patience with others is respect.

💬 Patience with self is confidence and Patience with GOD is faith.

💬 Never Think Hard about thePAST, It brings Tears...

💬 Don't think more about the FUTURE, It brings Fear...

💬 Live this Moment with a Smile,It brings Cheer.

💬Every test in our life makes us bitter or better,

💬 Every problem comes to make us or break us,

💬 The choice is ours whether we become victims or victorious.

💬 Beautiful things are not always good but good things are always beautiful

💬 Do you know why God created gaps between fingers?

💬 So that someone who is special to you comes and fills those gaps by holding your hand forever.

💬 Happiness keeps You Sweet..But being sweet brings happiness.

 

26/12/2020, 11:37 - Raman Bharadwaj: 38 Common Emotional Intelligence Interview Questions

 

Sep 27, 2013 by Brandon Gaille

 

Understanding the role that emotional intelligence plays in each individual’s life increases the ability for that person to identify and assess their own emotions and that of others or a team. As an employer, incorporating questions about a persons emotional intelligence during the interview process will help to offer some insight as to their natural behaviors. The following compilation of emotional intelligence interview questions that have been used by other companies can help to encourage the integration of a few of your own versions during your next candidate selection process.

 

Are you aware of your limitations, as well as your personal strengths, as a leader?

Are you usually aware of your feelings and why you feel that way?

Can you adapt smoothly to changing realities?

Can you guide a negotiation to a satisfactory agreement, and help settle conflicts?

Can you usually sense the feelings of the people you interact with and understand their way of seeing things?

Describe a difficult issue you had to deal with.

Describe a time when understanding someone else’s perspective helped you understand them better.

Describe a time when you had to deliver difficult news.

Describe the people in your team and discuss what they need and how they feel.

Do you have a knack for persuasion and using your influence effectively?

Do you keep your focus on your main goals, and know the steps it takes to get there?

Do you work well on a team, or prefer to work on your own?

How do you achieve work/life balance?

How do you build relationships with people?

How do you develop rapport with people?

How do you handle multiple demands?

How do you handle stressful situations?

How do you measure success? What results do you achieve?

How do you overcome obstacles and setbacks?

How do you relax?

How do you understand what your team members are feeling?

How would your colleagues describe you?…tell me more

Tell me about a time when you got angry. What did you do?

Tell me about a time when you had a great success.

Tell me about a time when you made a big mistake.

Tell me about a time when you needed to influence someone.

Tell me about a time when you received feedback.

Tell me about some challenging goals you have set?

Tell me about what you would do to gain respect as a new manager.

Tell me about your strengths and your limitations.

Tell me about yourself.

Tell me how you build networks within your company.

What do you do to stay up-to-date with industry developments?

What do you do to understand someone else’s behavior?

What do you do when someone comes to you with a problem?

What motivates you?

When do you feel most under pressure?

Why do you work?

 

An individuals emotional intelligence accounts for over half of their daily success. Only 36% of people recognize their current emotional state and recognize its impact on their behavior. The below infographic outlines ten interesting facts to understanding emotional intelligence and its role in our everyday life.

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Home » Business » Emotional Intelligence Speed Summary: 15 Core Principles in 3 Minutes

 

Emotional Intelligence Speed Summary: 15 Core Principles in 3 Minutes

 

May 7, 2020 by Brandon Gaille

 

Emotional Intelligence: Why it Can Matter More than IQ is a 2005 book by Daniel Goleman. Within its pages, Goleman discusses how rational and emotional thinking affects our destinies and how emotional intelligence is more crucial than many might think.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 There are Two Separate Minds

Goleman’s primary idea is that there are two separate minds living within our brains; one of them is rational and one of them is emotional. Both of these minds combined are what cause us to make decisions in our everyday lives and are often why some of our life trajectories can appear relatively unplanned or illogical.

 

#2 IQ is only Somewhat Valuable

Goleman makes the bold claim that your IQ score only contributes about 20% of your life’s overall success. This is in stark contrast to what most people think, as they tend to rely on IQ as a catchall term for general intelligence. However, Goleman suggests that your IQ only measures your rational intelligence and your ability to complete raw problems that don’t deal with emotions.

 

#3 The Five Areas of Emotional Intelligence (EQ)

Rather than discuss emotional intelligence as a general form of smarts, Goleman distinctly separates emotional intelligence into five major aspects: empathy, self-motivation, self-awareness, handling relations, and managing emotions. Each of these is very important in different aspects of your life and each must be nurtured to boost your overall emotional intelligence.

#4 The Emotional Brain Came First

Goleman explains that the emotional brain was the first to evolve, and this can be seen by studying neurological scams of the anatomically modern human brain. You can see the emotional regions of your mind in the bottom areas of your brain, while the rational part of your brain is in the outer upper regions. The emotional brain often acts faster and can easily override the rational brain if you aren’t careful.

 

#5 Empathy

Goleman explains what each aspect of emotional intelligence covers. Empathy is the awareness of others’ emotions and it requires us to be calm and somewhat rational rather than in a heightened emotional state ourselves. We must be able to somewhat mirror the physiological state of our conversational partner. If done properly, you’ll be able to actually feel what other people feel.

#6 Self-Motivation

This aspect of emotional intelligence is quite hard to train if you aren’t already practiced in it. It’s the state of being optimistic or hopeful even if you face difficulties in your life. It also affects ideas about delayed gratification, which can stop us from making short-term but bad choices. Instead, you may make more difficult but good choices for long-term benefits.

 

#7 Self-Awareness

This aspect of EQ is also difficult for many. It requires lots of practice just sitting and listening to how you feel and experience your emotions without judgment. You need to learn to become aware of your emotions as you experience them, particularly negative feelings such as anger, depression, and anxiety.

#8 Handling Relationships

Goleman states that a key component of an emotionally mature person is that they know how to resolve conflicts and properly argue without causing too many negative emotions to flow and avoid “emotional flooding”. Adequate handling of your relationships will lead to greater life satisfaction and a better feeling overall as you interact with those close to you.

 

#9 Managing Emotions

This doesn’t refer to handling the emotions of others but instead handling your own. You need to learn techniques to manage your negative feelings, so they don’t last as long and they aren’t as potent. Some of these techniques include increasing your physical arousal or experiences if you’re depressed or reframing a situation that caused you emotional trauma in the past.

#10 Flow State

One of the key benefits of high emotional intelligence is that you’ll be able to enjoy the “flow state” much more often. A flow state is what happens when your emotions and focus are both aligned and channeled toward a single task. You lose track of time and do excellent work in whatever hobby or skill you already have experience with. This is not only extremely productive but also emotionally satisfying.

 

#11 Those With High EQ Are Likely to be Successful

Goleman noted that those with higher levels of emotional intelligence are likely to have healthier and more successful lives, using research to distinguish those folks from those without much emotional intelligence. This makes sense when you consider that emotions are something you have to live with all day every day, so having more positive experiences will necessarily lead to a better life experience as a whole.

#12 EQ is Needed for Business

If you ever plan to manage your own business or rise to any supervisory position within your profession, you’ll need high emotional intelligence to manage your underlings. Bosses or superiors that don’t have high EQ will end up fostering an environment of negative emotions, which will lower their productivity and make the life experiences of all their workers much worse.

 

#13 Teams Work Because of EQ

The most successful and productive teams are often not those with the highest IQ members on their rosters. Instead, successful teams more often have many members with high EQ ratings, which indicates that the team members can all get along with one another and emotions don’t interfere with goal-seeking or task completion.

 

#14 Low EQ Leads to Health Problems

Goleman makes sure to note that many people have low emotional literacy, which makes them unable to distinguish between negative emotions. They react poorly to many stressful situations and make poor life choices that lower their overall health and life expectancy. If you want to live a long and full life, EQ is a necessity.

 

15 EQ is Important for Marriage

One of the most important ways in which EQ can benefit your life is with your marriage. As divorce is on the rise, healthy couples will need to double down on their emotional intelligence now more than ever. Both members must be able to recognize and control their own feelings while successfully understanding and managing the emotions of their significant other.

 

“In a very real sense we have two minds, one that thinks and one that feels.”

 

“People’s emotions are rarely put into words, far more often they are expressed through other cues. The key to intuiting another’s feelings is in the ability to read nonverbal channels , tone of voice , gesture , facial expression and the like.”

 

“Emotional self-control- delaying gratification and stifling impulsiveness- underlies accomplishment of every sort.”

 

“Our emotional mind will harness the rational mind to its purposes, for our feelings and reactions– rationalizations– justifying them in terms of the present moment, without realizing the influence of our emotional memory.”

 

“There is perhaps no psychological skill more fundamental than resisting impulse.”

 

“But the rational mind usually doesn’t decide what emotions we “should” have !”

 

“Emotional self-awareness is the building block of the next fundamental emotional intelligence: being able to shake off a bad mood.”

 

“Leadership is not domination, but the art of persuading people to work toward a common goal.”

 

“Feelings are self-justifying, with a set of perceptions and “proofs” all their own.”

 

“Benjamin Franklin put it well: “Anger is never without a reason, but seldom a good one.”

 



 

Free PDF Download of the Summary to Save or Print

 

Go here to download the Emotional Intelligence PDF Summary.

 

Emotional Intelligence Book Summary

 

Goleman Discusses Increasing Your EQ

 

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Home » Business » Thinking Fast and Slow Summary w/ Free PDF Download

 

Thinking Fast and Slow Summary w/ Free PDF Download

 

Jan 30, 2020 by Brandon Gaille

 

Thinking, Fast and Slow is a 2012 novel written by Daniel Kahneman, a Nobel Prize laureate. In this book, Kahneman describes the ways in which we think or make decisions – and how those ways work against and with one another.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 The Two Systems

Arguably this book’s main idea surrounds the presence of two ways with which we can process our thoughts. Kahneman calls these “System 1 and 2”. System 1 thinking is better described as our intuition, which relies on subconscious information and prior experience to make a decision. System 2 is logical and deliberate, and it requires careful consideration of reasonable information to make a decision.

#2 System 1 is Helpful and Detrimental

The book makes it clear that System 1 (thinking fast) thinking can be a lot of help during emotional situations or when you need to make split-second decisions. However, this type of thinking is also prone to excessive bias and will always look for things to confirm your suspicions. Thus, System 1 thinking can get us into big trouble or cause us to emotionally react when it is not necessary.

 

#3 System 2 is Necessary

To properly balance out System 1’s speed, System 2 (thinking slow) thinking is usually slower but is useful to make sure you choose correctly in a given situation and make informed decisions. System 2 thinking often requires you to seek out alternative opinions to counteract your own internal biases.

#4 Loss Aversion

Kahneman describes the human tendency to perceive any kind of loss as about twice as powerful as any gain or victory. In other words, we’re more afraid of losing then we are hopeful of winning or succeeding. System 1 thinking, as a result, is often preoccupied with loss or fear or focused on avoiding risks and negative reactions.

 

#5 Overconfidence Can be Terrible

Another thing that System 1 thinking is prone to his overconfidence. In fact, the book notes that the riskiest CFOs of several large corporations take more risks and expose themselves and their companies to greater losses. While optimism is important, excessive optimism or overconfidence can lead to big mistakes.

 

 

#6 Most Time is Spent in System 1

Even if you are the most rational human being to ever exist, you probably spend the majority of your time unconsciously or not in System 1 thinking. This is the natural state of the human psyche. This is actually not such a bad thing, as it allows us to autopilot our way through day-to-day monotony or social situations.

 

#7 System 1 Seeks a Coherent Story

More than anything else, System 1 thinking is always about trying to create a narrative you can understand and fall back on to interpret new situations. As a result, System 1 thinking is prone to jumping to conclusions and creating a faulty story even if the evidence doesn’t fully add up.

 

#8 System 2 is Usually Rarely Engaged

By far, the most often instances in which you will consciously engage your System 2 thinking will be when you encounter an unexpected situation. Only when new events or stimuli arise to grab your attention will you slow down your thinking and begin to approach a problem analytically. You can train yourself to engage this kind of slow thinking more deliberately, but otherwise, you’ll be lucky to experience true System 2 thinking once in a while.

 

#9 Humans are Gullible

Kahneman stresses that it’s important for us to not believe in our own infallibility. Our brains are hardwired to fall for tricks and to see the familiar even when it’s not there. Our brains are uniquely vulnerable to falling prey to System 1 thinking and items or actions which reinforce already held beliefs. Understanding that thinking rationally takes effort can make it more difficult for you to fall into System 1 thinking when it’s not appropriate.

#10 Blindness is Inherent to Us

 

The book goes over a study by Christopher Chabris and Daniel Simons. In this study, viewers of a film attempt to count the number of times a basketball was passed between two teams. During the film, a woman wearing a gorilla suit appears as a distraction. However, the test administrators noticed that many viewers didn’t even notice the gorilla, so engrossed were they in their task. This illustrates a huge point of the book: we often don’t even notice when we’re biased or making poor conclusions due to System 1 thinking.

 

#11 Recognizing Our Own Faults is Difficult

Naturally, reconciling the above facts is difficult for many people. It’s usually much easier for us to point out the harm or bad that others do rather than ruminate on our own shortcomings. But you can only engage in System 2 thinking and limit your own biases by actively becoming aware of your own blindness and working to improve your thinking.

#12 Hindsight is Confirming

We have a tendency to look back on events and double down on their results, often by applying blame or responsibility to the person who made a good or bad choice. As an example, we’re more likely to automatically blame a CEO for poor leadership if they make a bad business decision and just as likely to applaud that same person if they made a lucky decision. Their actual skill doesn’t much matter to System 1 thinking.

 

#13 Formulas May Be Effective

Kahneman himself heavily suggests that using formulas or scoring ratios to replace human judgment in high important scenarios may be an effective way to ensure better results in business, education, and other spheres going forward. He also notes that this is a bias he holds, so it may not stand up to scrutiny.

 

#14 We Will Choose What Is Familiar

All human brains are wired to pick what is familiar if they have a choice. This is something that every human experiences all the time. Novelty is dangerous to the System 1 brain.

#15 Intelligence Can Be a Trap

The book points out that many so-called intelligent people can fool themselves into believing that they operate solely with System 2 thinking. All people must recognize that they suffer from the same lazy brain and System 1 prejudice no matter their smarts.

 

Top 10 Quotes from Thinking Fast and Slow

 

“A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth. Authoritarian institutions and marketers have always known this fact.”

 

“Nothing in life is as important as you think it is, while you are thinking about it.”

 

“Our comforting conviction that the world makes sense rests on a secure foundation: our almost unlimited ability to ignore our ignorance.”

 

“The psychologist, Paul Rozin, an expert on disgust, observed that a single cockroach will completely wreck the appeal of a bowl of cherries, but a cherry will do nothing at all for a bowl of cockroaches.”

 

“Intelligence is not only the ability to reason; it is also the ability to find relevant material in memory and to deploy attention when needed.”

 

“If you care about being thought credible and intelligent, do not use complex language where simpler language will do.”

 

“The idea that the future is unpredictable is undermined every day by the ease with which the past is explained.”

 

“Odd as it may seem, I am my remembering self, and the experiencing self, who does my living, is like a stranger to me.”

 

“This is the essence of intuitive heuristics: when faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution.”

 

“We are prone to overestimate how much we understand about the world and to underestimate the role of chance in events.”

 

Free PDF Download of the Summary to Save or Print

 

Go here to download Thinking Fast and Slow PDF Summary.

 

Daniel Kahneman Discusses How to Think Fast and Slow

 

The Famous Daniel Kahneman Ted Talk

 

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Home » Business » 14 Core Values of Amazon: Its Mission and Vision Statement

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Dec 17, 2020 by Brandon Gaille

 

Almost every company has a mission and vision statement to guide its business and its employees. In some cases, it will also have a set of core values that can inform everything from day-to-day actions to hiring processes. Amazon, one of the largest and most profitable companies in the world, also has a mission/vision statement, as well as a set of what it has dubbed “leadership principles” that show what kind of employees it seeks to hire. Here are those 14 principles and how it relates to its larger combined mission and vision statements.

 

Mission and Vision Statement

 

According to Amazon’s website, when it launched in 1995, it was with the mission “to be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavors to offer its customers the lowest possible prices.”

 



 

While this is still true for Amazon, today it has grown to the point where it has millions of customers worldwide, and also has sellers, content creators, and developers and enterprises. Each of these groups has different needs. While Amazon acknowledges this, it clearly has not felt the need to publish a revised mission or vision statement. Instead, as the innovator it is, it does things differently. In this case, it focuses on its 14 principles that explain what it wants from each and every employee (all who are expected to be “leaders”).

 

Core Values of Amazon

 

1. Leaders are customer-obsessed.

In any business, it is easy to begin from an internal perspective – in other words, thinking first about your product or other offering, then working down the line until you reach the customer. For Amazon, its first principle is to start with the customer, then work backwards. This self-professed “obsession” with how the customer thinks and feels is intended to create deep and lasting trust from customers, since all Amazon leaders begin with the customer in mind.

 



 

2. Leaders take ownership.

Companies are starting to think outside of a “silo” approach that limits their area of influence. Amazon expects all of its employees to take full ownership of the entire company, not just what their specific team has been assigned to do. Employees should think about how their decisions and their work will affect the entire enterprise and ensure that they are creating long-lasting value instead of just a short-term boost.

3. Leaders invent and simplify.

Innovation is key for all Amazon employees. The company looks for people who are willing to try new things, surprise others with their ideas, and pull inspiration from virtually everywhere. What’s more, this innovation should be produced and delivered in such a way that it is simple to understand and execute. A simple yet powerful idea trumps a convoluted plan every time, and even if the goal seems unattainable or the path seems unusual, employees should commit and make their dreams a reality.

 



 

4. Leaders are right, a lot.

This is another way of saying that employees should possess and use good judgment, not that they are required to be correct and accurate every second of every day. Being “right” means that they should have a good instinct for what will work and what will not, and when presented with several options, they should be quick to discern what will create the best outcomes. This also includes a strong element of collaboration, ensuring that everyone’s voice is heard before making the “right” call.

5. Leaders learn and are curious.

Ideas and inspiration can come from all sorts of places. Employees at Amazon are expected to be lifelong learners. Just because they come with credentials, education, or experience in a particular area does not mean that they should limit themselves to that area their entire careers. They should also not rest on their current knowledge base, but should keep themselves on the cutting edge of industry trends. They should constantly be on the lookout for how their new learnings, their present experience, and their problems can intersect.

 



 

6. Leaders hire and develop the best.

Amazon is proud to recognize excellence within its organization, and is always willing to promote from within when it sees individuals who have the potential to excel. Each and every hiring decision is expected to improve the overall performance of each division. This also applies to mentorship and leadership coaching within the existing management structure; employees are expected to grow and mature as leaders, with the understanding that they could become leaders themselves someday.

7. Leaders insist on the highest standards.

Perfection is the bar, and nothing else is satisfactory. Only the highest quality in products, the highest reliability and delivery in services, and the highest degree of excellence in day-to-day activities will be acceptable to Amazon. These standards may appear unreasonable to those outside the organization, but all employees commit to this standard when joining Amazon. If problems do arise, they are addressed immediately and completely so that they do not affect things later on, and mistakes or accidents always result in some kind of positive learning experience.

 



 

8. Leaders think big.

Bold directions and massive goals are the order of the day at Amazon. Employees at every level of the company should reach for bigger goals than they think are possible, because striving for greatness and not accepting anything less gives you the best chance to deliver. If employees are willing to settle for second-best, they will usually get it. Only by stretching to the limit can Amazon continue its upward streak of excellence.

9. Leaders have a bias for action.

It’s easy for companies to take extended periods of time to make a decision. When market share or profit margins depend on quick action and delivery to market, such delays can be devastating. Amazon employees are expected to spring into action quickly when opportunity arises. This “bias for action” does not mean that any course is unchangeable; decisions can be modified or even canceled, but waiting out of fear or mere uncertainty is not acceptable.

 



 

10. Leaders are frugal.

Resourcefulness, efficiency, and, yes, “frugality” are all words that should describe Amazon employees. This does not mean that costs should be sacrificed at the expense of quality – delivering a high-quality product is even more important than the cost. That being said, having an oversized budget for the sake of sharing how much you spent to deliver excellence is simply uncalled for. If there are ways to do more with less, and leaders should find a way to do so. This shows that they are committed to excellence while also being responsible stewards of the funds and resources at their disposal.

11. Leaders earn trust.

Trust is critical for any company, whether it is between the business and its customers or among its own employees. Amazon holds itself to a high standard as far as trust is concerned. It strives to be trustworthy in all things, presenting an image of true integrity. This also involves being vulnerable and honest, open to criticism and feedback, and willing to admit fault when necessary. It also makes it a point to be forthright in a constructive way when giving its own thoughts and opinions.

 



 

12. Leaders dive deep.

Similar to being open to new ideas and ways of doing things, Amazon employees should focus on both the big picture and the smallest details. Nothing is outside of their sphere of influence; they need to pay attention to, and be willing to work with, anything the job requires. This means keeping careful track of their own workloads as well as the general success of the company and its ability to perform well. If there is an apparent discrepancy, employees need to be able to get to the bottom of the disconnect and find out the true picture.

13. Leaders have a backbone, but commit despite disagreements.

This can seem like a contradictory point, but it all boils down to a spirit of deep collaboration built on openness and honesty. Differing opinions should always be voiced respectfully, but employees should not keep them hidden in an attempt to keep the peace. Disagreements are allowed and encouraged if they are sincerely held, but once a consensus is reached and a final decision is made, everyone is expected to follow directions. They can at least do so knowing that their objections have been heard and respected.

 



 

14. Leaders deliver results.

As with any company, Amazon expects its employees to create positive results. Whether that leads to direct sales, improvements to a product or service line, or increased efficiency for back-office work, every employee should create high value with the quality, timeliness, and investment in their work. Even if things do not go according to plan, the milestones are the milestones and excuses will not be tolerated.

 

Conclusion

 

Having a set of guiding principles, as well as putting the responsibility of leadership on every employee, is a unique way for a company to faithfully execute its mission and reach its goals. Amazon’s leadership principles have helped them become extremely successful and will likely keep the company on its current upward trajectory.

 



 

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Home » Business » Start with Why 3 Minute Summary: 15 Lessons Learned + PDF

 

Start with Why 3 Minute Summary: 15 Lessons Learned + PDF

 

Mar 30, 2020 by Brandon Gaille

 

Start with Why: How Great Leaders Inspire Everyone to Take Action is a 2009 book by Simon Sinek. It compares and contrasts manipulation and inspiration as methods to influence human behavior and direct the course of companies in the modern marketplace.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 The Golden Circle

One of the key concepts of the rest of the book circles back to again and again is the Golden Circle. This concept focuses on the “why”, “how”, and “what” affect the values that influence human purchasing decisions and why people buy the things that they do. “Why” is the first step in the Golden Circle, as the reasons why people do things affect both how and what they do after deliberation.

#2 How is Number Two

Next in the Golden Circle is number two, or “how”. You need to consider how people want to solve their problems or purchase their products before you consider fulfilling those needs. You should also consider how your business will fulfill the core belief or “why” of your potential customers. How is just as important as the first level of the circle because it affects your overall trustworthiness and the relationships you build with your customers.

 



 

#3 What is Number Three

Finally, consider “what” you’ll do to fulfill your company’s core belief or purpose and fulfill the beliefs of your customers. The “what” that you do might seem simple at first glance, but it affects how your actions are perceived and the results you’ll get.

#4 Don’t Manipulate

Many businesses these days are focused on manipulating their customers in order for short-term gain and to maximize their profits. This book argues that this is not an effective way to acquire repeat and loyal customers. You must avoid ambulating people in order to obtain customers that can be relied on again and again.

 



 

#5 The Golden Circle Order Matters

Don’t try to solve the problems or goals of the Golden Circle out of order. You should always focus on understanding the “why” of your business before the other two parts, as this will direct your efforts when you decide “how” and “what” to do.

#6 Inspirational Marketing is Better

Rather than spending your time and energy manipulating your customers, Sinek proposes that your marketing campaigns should be inspirational and make people feel better about themselves. If your company can be responsible for providing a good feeling to its customers, those customers are more likely to come back and become loyal to your brand.

#7 Choose Employees and Partners Carefully

Any business that seeks success will need to build itself over time, which includes hiring more employees and possibly partnering with other corporations and business entities. But you need to be sure that you choose these partners and workers carefully. Above all, they should align with the “why” of your business so there aren’t any motivational setbacks and your customers aren’t confused about your intentions or business relationship.

 



 

#8 The Two Tradesmen

Sinek’s best tale in the book relates a story about two tradesmen that lay bricks on a project for years, working together to build a cathedral that will not be finished within their lifetimes. The first man does not like his job and only does the minimum work, lining bricks every day. The second man is inspired by what he is doing, building the cathedral out of the love for his craft and goal. The latter worker is better because he believes in his mission and has a sense of purpose.

#9 A Plan is Important, So Find a Partner

Sinek notes that while a visionary or dreamer is important for many companies to get off the ground, successful companies will also need solid plans to follow to maximize their success. As a result, it’s often a good idea to pair a dreamer or “why” person with a more practical or plan-oriented “how” person.

 



 

#10 Early Adopters Matter

When you are initially building your customer base and trying to get enough people to try your product or service, you should have a strong “why” for your business plan in order to entice early adopters and innovators. These people are naturally riskier in the products and services they try, and if they enjoy what you offer, they can bring new customers and leave your customer base to grow to a “tipping point”, beyond which you enjoy consistent success.

#11 Success is a State of Being

While any company that hits its quarterly metrics will enjoy its achievements, only those visionaries who believe in what they are doing can feel like they achieved some measure of success. Success is not tangible or measurable but is instead, “a feeling or state of being”.

 



 

#12 Leadership Beliefs Must Align

A company’s leadership can change throughout its lifetime, especially as the market shifts and as people age out of their primary working years. No matter what, new leadership must still align to the same beliefs as the company’s founder. This will ensure that the “why” of the company remains intact even as the captain of the ship changes from time to time.

#13 Logos are Symbols of Purpose

Over time, as your brand and company grow and become known for its strong purpose and mission, your logo will eventually become symbolic of that idea. Don’t shy away from this but use your logo’s power to bolster your advances and improve your mission.

 



 

#14 Target Buyers Based on the “Why”

After you’ve set up the purpose of your company or brand, you can sometimes find potential customers or buyers by thinking about who can benefit from the mission of your company. Don’t just fire shots in the dark; match up your organization with those who can get the most use out of what you offer.

#15 Study Great Leaders

Especially if you’re a beginner, it’s critical that you study the success of real business leaders with great work cultures and inspirational missions. Outright copy their methods and business styles if you need to reorient your company or brand to become a more positive and inspirational group.

 



 

Top 10 Quotes from Start with Why

 

“People don’t buy what you do; they buy why you do it. And what you do simply proves what you believe.”

 

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

 

“Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them.”

 

“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.”

 

“You can easily judge the character of a man by how he treats those who can do nothing for him.”

 

“Working hard for something we don’t care about is called stress: Working hard for something we love is called passion.”

 

“You don’t hire for skills, you hire for attitude. You can always teach skills.”

 

“The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.”

 

“The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.”

 

“Leadership requires two things: a vision of the world that does not yet exist and the ability to communicate it.”

 



 

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Simon Discusses Why You Share Your “Why”

 

The Famous Simon Sinek Ted Talk

 



 

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Home » Business » Leaders Eat Last Speed Summary: 15 Core Principles in 3 Minutes

 

Leaders Eat Last Speed Summary: 15 Core Principles in 3 Minutes

 

Apr 6, 2020 by Brandon Gaille

 

Leaders Eat Last: Why Some Teams Pull Together and Some Don’t is a 2014 book by Simon Sinek. In it, he explores how some leaders are more successful when it comes to inspiring their teams and the effects of great leadership on company and organization advancement and development.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Responsibility Comes with Caring

There are some leaders who are ostensibly responsible for the well-being of their company and employees, but they ultimately fail in this regard because they don’t care about the people they are supposed to lead. Real responsibility, argues Sinek, means caring about other people and allow yourself to get attached. Your workers will notice this and appreciate your loyalty and attention.

#2 Safety is Needed for Progress

One of the chief responsibilities of leaders is to provide safety for their workers and organization. This doesn’t necessarily mean daily or physical safety, but it means that leaders need to take the mental and physical well-being of their followers into account if they want those followers to work as best as they can. Your followers can do their best if they are worried about their paycheck, as an example.

 



 

#3 Help Your Employees Accomplish Real Things

Our brains’ dopamine centers have been hijacked over the last hundred years as technology has advanced. Now we feel accomplished from doing simple things like changing profile pictures or tweeting. Instead, it’s often more effective for a leader to assign his followers with real accomplishments or tasks that they can take true pride in.

#4 Good Leaders Provide Purpose

In addition to safety, great leaders should also inspire action in others by providing an appropriate purpose or cause. Only leaders that have real visions that can lead to true results and actual change for victory will be able to inspire their followers consistently.

 



 

#5 Visions and Goals are Different

Great leaders will need to become accustomed that creating and reaching both, but it helps to understand the big difference between these objectives. Goals are things that you can easily mark and you can see within arm’s reach, like a distance marker on a run. A vision is a more abstract thing that can become real in the future as you hit your goals. In a sense, goals are markers until the eventual ultimate vision.

#6 Personal Sacrifice is Necessary

The burden of being a good leader is heavy. It’s a lot like parenting in that it comes with personal sacrifice, which includes consistency and intensity even if you aren’t feeling up to the job on a given day. Sinek says that being a good leader means always being at the top of your game, such as maintaining your personal values and staying kind to your followers even if you are tired or frustrated.

 



 

#7 Trust is Necessary

Some leaders become managers just because they can’t trust others to do a good enough job on one task or another. But Sinek argues that this is only a way to disappointment and frustration. As an effective leader, you’ll need to learn to delegate and trust people to do their work effectively. If you’ve done your job as a teacher and inspirational manager well enough, your followers should do what they need to perfectly.

#8 Give Employees Autonomy

Related to the above takeaway, good leaders should give their employees autonomy within reason. Employees that feel like they are constantly over-managed and followers that feel that they can’t be trusted will never do the best work they can. They will subconsciously remain coddled and always look to you for assistance.

 



 

#9 Environment Should Reflect Excellence

It would be no surprise if your followers couldn’t do their best work if their environment was toxic on some level, be it physical or mental. A good leader should seek out and strive to create a healthy working space for their followers, which can be anything from an air-conditioned office to a healthy company culture.

#10 Think Big Picture

Whenever you’re practicing as a leader, your eye should be on the ultimate goal and the long-term effects of your actions and organization. Leave the short-term goals to lieutenants and your employees or workers. Always think of your next steps and progress in relation to the long-term potential of your endeavor.

 



 

#11 Don’t Follow the “Welch Way”

Sinek makes a special note of the GE leader Jack Welch, who practiced a toxic brand of short-term leadership. His profits constantly went up and down because of his irrational decision-making and he fired many of his managers to balance his financial books. This leadership style ultimately did not work out and resulted in a stressful experience for his followers.

#12 Don’t Leader Leapfrog

Sinek connects both the Welch story and the point about short-term thinking to warn leaders against the temptations of jumping from executive position to executive position. You should always take a leadership spot at an organization with the intention of being there for a long time. Focusing on boosting profits for your shareholders in the short term will ultimately end up in pain for many, and even yourself.

 



 

#13 Humans First, Numbers Second

This takeaway is especially important for those who work in sales, banking, and other number-heavy industries. A good leader in these spheres will not focus just on the bottom line numbers that their employees produce but also on the human element.

#14 Time is the Most Important Resource

Above all else, the greatest gift that you can give your followers is time. Giving them your undivided attention will not only boost your personal relationship with the employee in question but it will also allow you to keep a more accurate high on the actual workings of your company or organization. Make time for your employees and will make time for you.

#15 Control the Culture

Whether you’re on a Wall Street firm or if you run a small nonprofit, your job as the leader is to control a specific company culture that facilitates success and employee comfort. Don’t let the culture become toxic or aggressive or your followers may flee in droves.

 



 

Top 10 Quotes from Leaders Eat Last

 

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

 

“You can easily judge the character of a man by how he treats those who can do nothing for him.”

 

“The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.”

 

“As the Zen Buddhist saying goes, how you do anything is how you do everything.”

 

“Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.”

 

“And when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that that leader’s vision comes to life the right way, a stable way and not the expedient way.”

 

“It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.”

 

“Let us all be the leaders we wish we had.”

 

“Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.”

 

“Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy.”

 



 

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Home » Business » The Culture Code Speed Summary: 15 Core Principles in 3 Minutes

 

The Culture Code Speed Summary: 15 Core Principles in 3 Minutes

 

Apr 27, 2020 by Brandon Gaille

 

The Culture Code: The Secrets of Highly Successful Groups is a 2017 book written by Daniel Coyle. In its pages, Coyle studies the principles and secrets of successful teams so that readers can integrate those ideas into their own organizations and companies.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Vulnerability is First

The common idea in many Western cultures, especially in the business world, is that trust is necessary before you can be vulnerable with others and with your followers as a leader. But Coyle contests the vulnerability is necessary for trust in all social relations. This requires that leaders must be vulnerable with their followers, which includes honesty and integrity even if they make mistakes.

#2 Followers Must Feel Safe

In tandem with the above, Coyle says that your followers need to feel safe and that they belong with your group or organization for them to fully buy into your mission and provide their best efforts. This includes being honest with them and sending signals that they can trust you and be open about their insecurities and goals.

 



 

#3 Purpose is Clarifying

Whenever you’re outlining your objectives to your followers, a good leader striving to create a strong business culture should always keep the overall purpose of the venture first and foremost. Purpose helps your followers and you tailor the culture toward your ultimate goal without getting bogged down in short-term gains and losses.

#4 Safety Breeds Cooperation

If you successfully make a safe and purposeful environment for your followers, you’ll foster a company culture that inspires people to work together. No one achieved great works on their own, and if you want your workers to trust and work well with one another they need to feel safe and led by a leader with a singular vision. Cooperation without competition is the way for companies that have strong cultures.

 



 

#5 Reveal Your Failures

As a leader, one of the best ways you can show vulnerability is to reveal your own mistakes and admit when you come up short. Not only does this show your strength to your followers but it also tells your employees that is acceptable to make mistakes from time to time. This will stop your employees from trying to cover up their faults and will also cause them to trust you more fully.

#6 Keep the End Goal Simple

Whatever your guiding star ultimate goal is, it should be simple and purposeful. Don’t have your venture’s end result be a complicated achievement that can’t be easily distilled into a few sentences or less. Some up all of the beliefs and values of your team or company into a single final goal and your followers will be able to keep this in mind more easily.

 



 

#7 Keep Workers Physically Close

When designing your office space or deciding where most of your endeavor’s activity is going to take place, try to keep yourself and your followers close in proximity. While it’s important that everyone has their own space, keeping everyone close together increases the number of innovations and cooperation between you and your followers.

#8 Constantly Thank Your Followers

According to Coyle, there is no limit to the amount of thank you’s and gratitude you can give to your employees. Your followers love to be recognized for their work and their achievements, so don’t hold back on letting them know exactly how proud you are and how thrilled you are with their efforts thus far.

#9 Practice Failure Drills

It’s similarly important to always have an action plan in place for when the inevitable happens and a mistake is made for you experience a pitfall. If you are prepared for any eventuality, shortcomings won’t hurt your company so much and your overall corporate culture will be able to withstand significant setbacks without imploding.

 



 

#10 Be Very Honest

In our culture, Coyle says, we often don’t really say what we mean which causes miscommunication and frustration. Instead, leaders looking to build a strong business culture will always be very direct in what they say and mean. This applies to both the praise dole out to your employees and any criticism you might have. Don’t be mean, but acknowledge when they have made some mistake.

#11 Employ Physical Touch

You don’t necessarily have to hug all of your followers, but Coyle suggests that organizations with a strong interior culture often employ physical touch frequently. This includes shaking hands and placing your hand on the shoulders of your friends or comrades. Physical touch binds humans together automatically, so utilize this to make everyone feel like they are part of a more solidified group.

 



 

#12 No Long Speeches

Coyle also says that rambling on during a long speech is a great way to draw too much attention to yourself and make people feel that they aren’t being listened to. If you do need to address all of your employees, keep your speeches short, sweet, and to the point.

#13 Don’t Interrupt

When you’re listening to an employee, either as they explain an idea or they are giving you feedback, don’t interrupt them. This will make them feel like they are truly listened to and will find them closer to you as a leader. This is critical for establishing an open line of communication between you and your followers and ensuring that honesty is the rule rather than the exception.

 



 

#14 Eye Contact

Good leaders will make liberal use of eye contact when conversing with their followers. Eye contact makes people feel intimate and connected. Not only will this make people trust you and feel more vulnerable in your presence but they will also usually emulate the activity, causing eye contact around your culture to grow on its own.

#15 Ask Questions

Finally, Coyle suggests that leaders should ask lots of questions from their followers. Questions enable your followers to talk about themselves and reveal their desires and hopes, as well as their worries. This is a great way to get feedback and build a personal connection with all of your followers at the same time.

 



 

Top 10 Quotes from The Culture Code

 

“Vulnerability doesn’t come after trust—it precedes it. Leaping into the unknown, when done alongside others, causes the solid ground of trust to materialize beneath our feet.”

 

“I’m giving you these comments because I have very high expectations and I know that you can reach them.”

 

“The road to success is paved with mistakes well handled.”

 

“Belonging cues are behaviors that create safe connection in groups. They include, among others, proximity, eye contact, energy, mimicry, turn taking, attention, body language, vocal pitch, consistency of emphasis, and whether everyone talks to everyone else in the group.”

 

“The number-one job is to take care of each other. I didn’t always know that, but I know it now.”

 

“As Dave Cooper says, I screwed that up are the most important words any leader can say.”

 

“We are all paid to solve problems. Make sure to pick fun people to solve problems with.”

 

“Give a mediocre idea to a good team, and they’ll find a way to make it better. The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.”

 

“Envision a reachable goal, and envision the obstacles. The thing is, as Oettingen discovered, this method works, triggering significant changes in behavior and motivation.”

 

“While successful culture can look and feel like magic, the truth is that it’s not. Culture is a set of living relationships working toward a shared goal. It’s not something you are. It’s something you do.”

 



 

Free PDF Download of the Summary to Save or Print

 

Go here to download The Culture Code PDF Summary.

 



 

Daniel Discusses Improving Group Culture

 

Coyle’s Secrets of Highly Successful Teams

 



 

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Home » Business » Speed of Trust Quick Summary: 15 Core Principles in 3 Minutes

 

Speed of Trust Quick Summary: 15 Core Principles in 3 Minutes

 

May 17, 2020 by Brandon Gaille

 

The Speed of Trust is a 2006 book by Stephen M. R. Covey. Within, Covey describes techniques that business leaders can use to inspire trust in both their followers and their customers, which is useful when compared to bureaucratic policies that assume maliciousness.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Trust Increases Business Speed

This book is primarily useful to businessmen and women because it insists that relationships that are founded on trust are much faster, especially when it comes to doing business. Many business relationships are rooted in the idea that both parties can’t trust each other, so certain bureaucratic checks and balances must be maintained for operational security. Covey attests that trustful relationships allow business to proceed more smoothly and quickly.

#2 Trust is Affordable

In keeping with the above, Covey contests that relationships that are founded on trust can lower the cost of your business model. This is because making transactions go more smoothly and quickly necessarily lowers your operating costs. It also avoids having to pay exorbitant fees for certain bureaucratic security measures that people who trust each other do not need.

 



 

#3 Trust Yourself First

Before you can trust others, you have to first trust yourself. Covey likens trust to self-confidence, which is only created when your competence and your character integrity come together. You must first trust yourself by developing four major aspects of your personality and leadership style.

#4 Integrity, the First Trust Aspect

Businessmen and women who are trustworthy will always have integrity. Covey describes integrity as the ability to be honest whatever you can, even if you mess up or make a big mistake that costs your business time and money. This vulnerability is rarely seen in the business world, but it is absolutely crucial for any trustworthy person.

 



 

#5 Good Intention

Covey says that the second major trustworthy attribute is content. You need to develop a positive intent for your actions and business model rather than simply trying to earn short-term profits. You may need to develop a new intent after learning this. But chasing after riches is not a good intention that will net you trustworthy relationships in the long run.

#6 Know Your Capabilities

Trustworthy people understand their own capabilities and will work to develop new skills and capabilities over time. You need to be able to practice those things you aren’t good at and understand your own skill limitations when offering your services and talking to others.

 



 

#7 Results

Trustworthy business leaders will have the results that can back up their claims to integrity. Sometimes this takes a bit of time to build up, but Covey says that are trustworthy record is worth more than even the most charismatic persuasive speech. A good track record can also stand-in for a demonstration of your capabilities to potential clients and business partners.

#8 Contribute to Build Trust

When you’re building trust within a business or with your employees, it’s often a good idea to contribute as you can. Giving back to your people and organization, either in the form of effort or your time and attention, is a way to build trust that reflects back on itself and paints you as a worthwhile individual with which to build a relationship. It’s a lot like marketing for yourself.

 



 

#9 The Trust Tax

Covey says that we now live in a society that suffers from widespread general distrust. This manifests in a so-called “trust tax” which causes people to be less open with their actual desires and fears and which slows the speed of progress and business. It limits economic activity and makes people less likely to take positive risks.

#10 5 Trust Waves

Covey organizes the development of a trustworthy person or business as it occurs in five waves. The first wave hits when you develop self-trust and credibility in yourself. For a business, this may manifest as trustworthiness in the CEO or another executive.

#11 Relationship and Organization Trust

The next two waves are focused on creating relationship trust between yourself and your employees or business partners. Only when there is a trustworthy relationship between you and your collaborators can you successfully cooperate and do work effectively together. Organizational trust is what happens when everyone within a company or group trusts one another, increasing efficiency and lowering the cost of activity.

 



 

#12 Market and Societal Trust

The fourth and fifth waves of trust deal with trust from the market and across society as a whole. Market trust is achieved when you get a good reputation for your business model or your results. This only comes after significant effort has been expended and you have a good track record under your belt. Societal trust is an eventual outcome if everyone practices the above trust-building developments, though it is not always present in today’s day and age.

#13 Smart Trust

Covey does note that it is not always wise to have blind trust in others. You don’t want to necessarily distrust people, but you need to learn how to extend trust without making yourself overly vulnerable or by learning how to spot potential liabilities or those who would abuse your trust. This is a skill that takes some experience to learn effectively, and it only comes when you trust in others.

 



 

#14 Restoring Trust

Covey also goes over how to change your behavior and repair any damage you may have done to the trust others holding you. It usually requires a significant amount of self-observation and repeated good behavior, often without the expectation of reward. Restoring trust can happen but it takes exponentially more effort and repeated success than establishing trust for the first time does.

#15 Talk Straight

By far, the best behavior you can adopt when establishing or restoring trust is to talk plainly and simply. Even if you have to deliver bad news or admit to a mistake, being honest and straightforward with your speech will do more to earn the trust of your peers and followers than any other behavior.

 



 

Top 10 Quotes from The Speed of Trust

 

“We judge ourselves by our intentions and others by their behaviour.”

 

“The first job of a leader—at work or at home—is to inspire trust. It’s to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust interaction inspires creativity and possibility.”

 

“Trust is equal parts character and competence… You can look at any leadership failure, and it’s always a failure of one or the other.”

 

“The best time to plant a tree is twenty years ago. The second best time is today.”

 

“In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret you.”

 

“We judge ourselves by our intentions and others by their behavior. This is why, as we’ll discuss later, one of the fastest ways to restore trust is to make and keep commitments—even very small commitments—to ourselves and to others.”

 

“Whether you’re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble.”

 

“(S × E)T = R ([Strategy times Execution] multiplied by Trust equals Results)”

 

“The trust we have in people and in organizations comes, in part, from believing that they do care.”

 

“For every thousand people hacking at the leaves of evil, there is one striking at the roots.”

 



 

Free PDF Download of the Summary to Save or Print

 

Go here to download The Speed of Trust PDF Summary.

 



 

Stephen M.R. Covey’s Advice to Leaders

 

Covey Explains The Speed of Trust

 



 

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Home » Business » Daring Greatly Speed Summary (3 Minutes) + PDF Download

 

Daring Greatly Speed Summary (3 Minutes) + PDF Download

 

Apr 13, 2020 by Brandon Gaille

 

Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead is a 2012 book by Brene Brown. In this book, she details ways with which to nurture and gather courage, as well as ways in which we can become comfortable with vulnerability.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 The Reasons Behind Shame

First, anyone attempting to be courageous or learn to be vulnerable must understand the reasons why we feel shame. At its core, shame is the integrated idea that we are not deserving of love or connection with others because of scolding, criticism, or because we don’t have a sense of belonging with a group.

 

#2 Shame is Harmful

After understanding where your own shame comes from and why you might feel it, Brown states that feeling shame can be harmful in the long run even if it had short-term benefits when humans were still evolving. Nowadays, shame can come from a plethora of sources and can end up negating one’s self-worth to such a dramatic degree that it’s impossible for people to be vulnerable or brave, which cuts short their potential.

 

#3 Shame’s Antidote is Vulnerability

Brown proposes that the best way to counter excessive shame is to accept vulnerability. Vulnerability forces you to experience good and bad emotions and, once you survive the storm, realize that you have a deep inner strength that can be far more powerful than any kind of shame. Vulnerability essentially takes the threat of shame and makes that threat irrelevant.

#4 Talk About Shame

By far, Brown describes that the best way to deal with your shame is to openly speak about it with others. Whether this means talking about direct experiences or just talking about your general emotional shame in the abstract, it will have the same effect of sapping the shame of its destructive power. You’ll realize that the world has not ended and be able to forgive yourself

 

#5 Being Vulnerable Inspires Others to Do the Same

When you open your self and allow yourself to become vulnerable, others will see you stand up to shame and they will be inspired to be similarly authentic and vulnerable. They may not do it immediately but most will start to fight back against shame when they see concrete proof that the emotion is not as harmful or dangerous as they initially thought.

#6 Courage Comes with Practice

Brown makes it clear that acting courageously and being vulnerable enough to counter shame does not happen immediately for many. It may take you several attempts for many months of effort to become comfortable enough with your own vulnerability to do it regularly.

 

#7 Boundaries Matter

While being vulnerable is critical for minimizing the harm that shame can inflict, Brown also makes it clear that boundaries for yourself and others are still very important. Honor your own boundaries within reason and also don’t push past the boundaries of others, especially if you are helping them to work past their own shame.

#8 Vulnerability and Strength are the Same

One of the first things you will learn when you start to open yourself up is that it takes tremendous strength to be vulnerable and experience good and bad emotions to such a degree. Keeping your pride bottled up and allowing shame to keep making you feel poorly for past actions is not strength at all. Vulnerability is, paradoxically, equivalent to endurance in many ways.

 

#9 Vulnerability is Not Bad

Most of us live in cultures that downplay the value and bravery of vulnerability. Most of us have an internalized sense of shame whenever we think about being vulnerable, especially men. But the truth is that vulnerability is neither good nor bad; it’s just a part of all of us and something you can consciously do to stop shame from ruining your life.

 

#10 You’ll Become Tougher Over Time

The good news for many is that, as you practice vulnerability, you’ll become even tougher and stronger over time. Eventually, you will become somewhat inoculated against shame and be able to practice vulnerability more easily.

 

#11 Vulnerability is Important if You Have Kids

Anyone with kids already knows that children often inherit the qualities of their parents. Therefore, any parents that want to pass on true strengths to their children will practice bravery and vulnerability so that their kids understand how to stop shame in its tracks.

 

#12 Actions Matter

Brown also points out that words are cheap and that merely saying that you are vulnerable or brave is not the same thing is actually being either of those qualities. You need to walk the walk as much as you talk the talk. This is particularly important if you are trying to be vulnerable for your followers in a leadership position. They’ll only know you as actually brave if they can see you taking brave actions.

 

#13 Bring Vulnerability to Your Followers

In tandem with the above point, being a leader is often about facilitating safe vulnerable spaces for your followers. Many people have trouble incorporating bravery and vulnerability into their lives. One of the best things you can do in a leadership position is to allow people to be vulnerable at a comfortable and slow pace that works well for their emotional state. Don’t let your followers bully or shame each other, either.

 

#14 Be Intentional About Feedback

Brown believes that most leaders in today’s organizations are focused more on metrics rather than personalized feedback. Good leaders will instead be honest about their feedback and allow themselves to be vulnerable with their employees to facilitate a more effective working environment and better coach their employees.

#15 Don’t Beat Around the Bush

All in all, be honest and forthcoming in all your dealings, even if it forces you to be vulnerable with your conversational partner. Being straightforward and honest with yourself and your followers will result in a better self-image, less shame when you look back on your actions, and an inspirational character that others may emulate.

 

Top 10 Quotes from Daring Greatly

 

“Courage starts with showing up and letting ourselves be seen.”

 

“Because true belonging only happens when we present our authentic, imperfect selves to the world, our sense of belonging can never be greater than our level of self-acceptance.”

 

“Vulnerability sounds like truth and feels like courage. Truth and courage aren’t always comfortable, but they’re never weakness.”

 

“If we can share our story with someone who responds with empathy and understanding, shame can’t survive.”

 

“When I look at narcissism through the vulnerability lens, I see the shame-based fear of being ordinary. I see the fear of never feeling extraordinary enough to be noticed, to be lovable, to belong, or to cultivate a sense of purpose.”

 

“What we know matters but who we are matters more.”

 

“Numb the dark and you numb the light.”

 

“The willingness to show up changes us, It makes us a little braver each time.”

 

“Even to me the issue of “stay small, sweet, quiet, and modest” sounds like an outdated problem, but the truth is that women still run into those demands whenever we find and use our voices.”

 

“Shame derives its power from being unspeakable.”

 

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Creativity Inc Speed Summary: 15 Lessons Learned + PDF

 

May 11, 2020 by Brandon Gaille

 

Creativity, Inc.: Overcoming the Unseen Forces that Stand in the Way of True Inspiration is a 2014 book by Amy Wallace and Edwin Catmull. It’s about how to foster and manage your creativity both in yourself and your team.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Teams Matter More Than Ideas

This book studies the life of Edwin Catmull, who headed Pixar for several years. But most of the time, Catmull was surrounded by teams with just as much creative energy and drive as their leader. One of the main points of this book is that epic teams are much better than singularly creative ideas. Even talented people can make an otherwise general idea more creative.

#2 Creative Workspaces Matter

Another key insight from this book is that the space in which you attempt to be creative matters a great deal. Our brains are naturally plastic to some extent and will take inspiration from their environments. Having a creative place for your imagination to bloom to its greatest extent is important for any creative professional.

 

#3 Allow Individual Creative Spaces

Similar to the above idea, leaders of creative organizations or companies should let their employees or workers have their own creative control over their workspace. Don’t force all of your followers to work in gray cubes that all look the same. Instead, give control over the creative workspace to your employees and they’ll work better and your workspace will look more interesting at the same time.

#4 Share Blame

When it comes to creative endeavors, blame rarely falls upon a single individual. Pixar, when led by Catmull, had a policy of understanding that mistakes are inevitable and were always made by teams instead of individuals. This prevents people from feeling like they individually screwed up too much on a project and helps to cushion the feelings of workers and leaders.

 

#5 Humility is Necessary for Growth

This takeaway especially matters to creative leaders. As you seek out the right team for your project, you need to be prepared for your employees or workers to be more skilled or creative than you. Don’t always imagine that you need to have the best ideas more be the most creative person at the office. Instead, get used to the concept of your followers being stars of the show.

#6 The Right People are Critical

Similarly, when building a team of creative professionals, don’t be afraid to move on from a potential candidate or employee if they aren’t working out. A creative endeavor will only ever reach its maximum potential with the right people are working on the job. Sometimes this necessitates shaking up the roster so long as the reasons are sound.

 

#7 Don’t Be Afraid of Failure

Catmull reflects several times over the course of the book that his years at Pixar had just as many failures as they did successes. Failure is not something to run away from, especially in the creative arts. Instead of being afraid of failure and looking at it as something to avoid, learn from each of your failures and work well to avoid repeating mistakes.

#8 Keep Communicating

Many less creative companies don’t have open-door policies between followers and leaders, which can lead to miscommunication and a sense that feelings are not being respected. Having an open-door policy is critical to facilitate excellent follower feedback and help leaders realize where they need to focus their efforts.

#9 Exchange of Ideas is Crucial

Since most creative efforts are at least somewhat a team endeavor, you should always work to ensure that the flow of ideas is unrestricted and never-ending. Don’t let people dominate the conversation and, at the same time, don’t let people feel that their ideas are not worth sharing. The right creative input or direction can come from anywhere and anyone.

 



 

#10 Don’t Discount New Ideas

This is simple, but many leaders failed to remember that new and great ideas can come from unexpected sources rather than the regular star employees. Don’t discount the opinions of newer workers or people that don’t usually speak up. They may have insight or ideas that are better than the stuff offered by regular producers.

#11 Creative Leadership is About Serving

Catmull contests that the job of a manager is about supporting others rather than seeking the spotlight for yourself. You should try to harness the creativity of your team and remove problems in the way of their goals.

 



 

#12 Solve Problems Creatively

It’s no secret that any creative organization or product will face problems throughout its creation. But you should always attempt to solve those problems as creatively as possible. Go against the grain and look at issues in a new light whenever you can.

#13 Protect New Ideas

We as humans have a tendency to dislike new ideas out of habit. They aren’t familiar and they aren’t necessarily welcome even in the creative arts. As a leader, you should always try to protect new ideas and give them their fair trial in the marketplace of ideas. Don’t automatically think that new creative outlooks or directions aren’t worthwhile just because they haven’t been tried before or you aren’t used to them personally.

 



 

#14 Appreciate Your Talent

A good creative manager will also take the time and attention to positively appreciate his or her talented workers. The employees that make up most of the creative organization are the lifeblood of any artistic effort. A good leader will always try to appreciate their talent and make sure that each person in the group knows how vital their role is for the overall success of the operation.

#15 Not Every Day will be Great

Even in the midst of great creative production, there are going to be days where things don’t go as planned and where there are more difficulties than successes. It’s important to accept this as part of the process rather than be bogged down by negative thinking. Stay focused on the big picture and don’t let small bad days ruin the entire effort.

 



 

Top 10 Quotes from Creativity, Inc.

 

“If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.”

 

“You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged.”

 

“If you aren’t experiencing failure, then you are making a far worse mistake: You are being driven by the desire to avoid it.”

 

“Getting the right people and the right chemistry is more important than getting the right idea.”

 

“When it comes to creative inspiration, job titles and hierarchy are meaningless.”

 

“When faced with a challenge, get smarter.”

 

“Fear can be created quickly; trust can’t.”

 

“Craft is what we are expected to know; art is the unexpected use of our craft.”

 

“What is the point of hiring smart people, we asked, if you don’t empower them to fix what’s broken?”

 

“Always take a chance on better, even if it seems threatening.”

 

The Culture Code Speed Summary: 15 Core Principles in 3 Minutes

 

Apr 27, 2020 by Brandon Gaille

 

The Culture Code: The Secrets of Highly Successful Groups is a 2017 book written by Daniel Coyle. In its pages, Coyle studies the principles and secrets of successful teams so that readers can integrate those ideas into their own organizations and companies.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Vulnerability is First

The common idea in many Western cultures, especially in the business world, is that trust is necessary before you can be vulnerable with others and with your followers as a leader. But Coyle contests the vulnerability is necessary for trust in all social relations. This requires that leaders must be vulnerable with their followers, which includes honesty and integrity even if they make mistakes.

#2 Followers Must Feel Safe

In tandem with the above, Coyle says that your followers need to feel safe and that they belong with your group or organization for them to fully buy into your mission and provide their best efforts. This includes being honest with them and sending signals that they can trust you and be open about their insecurities and goals.

 

#3 Purpose is Clarifying

Whenever you’re outlining your objectives to your followers, a good leader striving to create a strong business culture should always keep the overall purpose of the venture first and foremost. Purpose helps your followers and you tailor the culture toward your ultimate goal without getting bogged down in short-term gains and losses.

#4 Safety Breeds Cooperation

If you successfully make a safe and purposeful environment for your followers, you’ll foster a company culture that inspires people to work together. No one achieved great works on their own, and if you want your workers to trust and work well with one another they need to feel safe and led by a leader with a singular vision. Cooperation without competition is the way for companies that have strong cultures.

 

#5 Reveal Your Failures

As a leader, one of the best ways you can show vulnerability is to reveal your own mistakes and admit when you come up short. Not only does this show your strength to your followers but it also tells your employees that is acceptable to make mistakes from time to time. This will stop your employees from trying to cover up their faults and will also cause them to trust you more fully.

#6 Keep the End Goal Simple

Whatever your guiding star ultimate goal is, it should be simple and purposeful. Don’t have your venture’s end result be a complicated achievement that can’t be easily distilled into a few sentences or less. Some up all of the beliefs and values of your team or company into a single final goal and your followers will be able to keep this in mind more easily.

 

#7 Keep Workers Physically Close

When designing your office space or deciding where most of your endeavor’s activity is going to take place, try to keep yourself and your followers close in proximity. While it’s important that everyone has their own space, keeping everyone close together increases the number of innovations and cooperation between you and your followers.

#8 Constantly Thank Your Followers

According to Coyle, there is no limit to the amount of thank you’s and gratitude you can give to your employees. Your followers love to be recognized for their work and their achievements, so don’t hold back on letting them know exactly how proud you are and how thrilled you are with their efforts thus far.

 

#9 Practice Failure Drills

It’s similarly important to always have an action plan in place for when the inevitable happens and a mistake is made for you experience a pitfall. If you are prepared for any eventuality, shortcomings won’t hurt your company so much and your overall corporate culture will be able to withstand significant setbacks without imploding.

 

#10 Be Very Honest

In our culture, Coyle says, we often don’t really say what we mean which causes miscommunication and frustration. Instead, leaders looking to build a strong business culture will always be very direct in what they say and mean. This applies to both the praise dole out to your employees and any criticism you might have. Don’t be mean, but acknowledge when they have made some mistake.

 

 

 

#11 Employ Physical Touch

You don’t necessarily have to hug all of your followers, but Coyle suggests that organizations with a strong interior culture often employ physical touch frequently. This includes shaking hands and placing your hand on the shoulders of your friends or comrades. Physical touch binds humans together automatically, so utilize this to make everyone feel like they are part of a more solidified group.

 

#12 No Long Speeches

Coyle also says that rambling on during a long speech is a great way to draw too much attention to yourself and make people feel that they aren’t being listened to. If you do need to address all of your employees, keep your speeches short, sweet, and to the point.

 

#13 Don’t Interrupt

When you’re listening to an employee, either as they explain an idea or they are giving you feedback, don’t interrupt them. This will make them feel like they are truly listened to and will find them closer to you as a leader. This is critical for establishing an open line of communication between you and your followers and ensuring that honesty is the rule rather than the exception.

 

#14 Eye Contact

Good leaders will make liberal use of eye contact when conversing with their followers. Eye contact makes people feel intimate and connected. Not only will this make people trust you and feel more vulnerable in your presence but they will also usually emulate the activity, causing eye contact around your culture to grow on its own.

 

#15 Ask Questions

Finally, Coyle suggests that leaders should ask lots of questions from their followers. Questions enable your followers to talk about themselves and reveal their desires and hopes, as well as their worries. This is a great way to get feedback and build a personal connection with all of your followers at the same time.

 

Top 10 Quotes from The Culture Code

 

“Vulnerability doesn’t come after trust—it precedes it. Leaping into the unknown, when done alongside others, causes the solid ground of trust to materialize beneath our feet.”

 

“I’m giving you these comments because I have very high expectations and I know that you can reach them.”

 

“The road to success is paved with mistakes well handled.”

 

“Belonging cues are behaviors that create safe connection in groups. They include, among others, proximity, eye contact, energy, mimicry, turn taking, attention, body language, vocal pitch, consistency of emphasis, and whether everyone talks to everyone else in the group.”

 

“The number-one job is to take care of each other. I didn’t always know that, but I know it now.”

 

“As Dave Cooper says, I screwed that up are the most important words any leader can say.”

 

“We are all paid to solve problems. Make sure to pick fun people to solve problems with.”

 

“Give a mediocre idea to a good team, and they’ll find a way to make it better. The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.”

 

“Envision a reachable goal, and envision the obstacles. The thing is, as Oettingen discovered, this method works, triggering significant changes in behavior and motivation.”

 

“While successful culture can look and feel like magic, the truth is that it’s not. Culture is a set of living relationships working toward a shared goal. It’s not something you are. It’s something you do.”

 

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Good to Great Speed Summary: 15 Core Principles of Jim Collins’ Book

 

Mar 16, 2020 by Brandon Gaille

 

Good to Great: Why Some Companies Make the Leap… And Others Don’t is a management book by Jim Collins. It focuses on how companies change and evolve, and presents strategies to ensure that your company makes the leap to success correctly.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Focus on What You’re Best At

One of Collins’ key takeaways is that your company should only focus on the services or products it can best produce. Spending time on subpar services or products will only spread your efforts thin and possibly create unsatisfied customers. He recommends that you focus on what you’re best at not only have a higher return on investment but also become known in your market or niche as the best there is.

#2 Companies Are Like Busses

One of Collins’ more memorable metaphors is that building a company is just like driving a bus. The driver is arguably the most important, as he is responsible for deciding the direction of the bus. But all the passengers also matter; you need to make sure that each of your employees is in the correct spot and doing the right work to make the most of their strengths.

 



 

#3 Hedgehog Concept

Collins takes his business metaphors one step further and compares foxes to hedgehogs. In his book, he describes hedgehogs as slower but more focused and simpler in their methods of attack. This is something you should emulate. Basically, your business plan should revolve around something you are both passionate about and can be the best at, plus something that can be effective in making you money.

#4 Be Agile About Change

Good companies that can stand the test of time will be able to change with the market and with shifting consumer interests. It’s not worthwhile to develop simple but temporary solutions that don’t cover the needs of your customers or service users for the long-term. Instead, it’s often better to make more dramatic changes for more cost-effective action in the long run, even if it is initially more expensive.

 



 

#5 Flywheel and Consistency

Collins emphasizes the importance of consistency in his book. It’s more effective, he argues, to reorganize your company or improve your business through incremental efforts that are the same each day. Making smaller efforts consistently over time is often more doable and maintainable than trying to push dramatic change over a short time period.

#6 5 Levels of Leadership

In his experience, Collins finds that great leaders are a “Level 5 Executive” on a ladder of 5 steps. Leaders can be anywhere from Level 1, a highly capable individual, to Level 2, a contributing team member, to Level 3, a competent manager, to Level 4, an effective leader, to all the way to Level 5. You should always try to be a Level 5 leader, as this is a staple of successful companies.

 



 

#7 Focus on Brutal Facts

It doesn’t pay or help your company to be ignorant of the truth of your market situation or of emerging trends. Collins emphasizes four practices you can engage in to maximize your awareness of the situation: lead with questions instead of answers, engage in dialogue and debate rather than coercion, conduct your business autopsies without assigning blame, and build “red flag mechanisms” that can alert you to problems or information you can’t afford to ignore.

#8 Make a Culture of Discipline

You and your team must be disciplined in order to see your business plans through and receive maximum success. Collins points out that this is not the same as forcing your company to operate under a tyrannical style of leadership. Instead, afford your team members some latitude with the understanding that discipline is necessary for proper team cohesion.

 



 

#9 Apply Technology Smartly

Collins advocates for using technology intelligently. In his examples, he says that companies should avoid technological fads to avoid sinking time and money into unnecessary developments. Instead, only incorporate new technology into your business plan when it will clearly benefit your momentum and improve your end results.

#10 The Flywheel Effect

One of the other major metaphors of the book describes “The Flywheel Effect”. This effect describes the small or humble beginnings of a company that may eventually lead to break the results. As many smaller efforts build up and start the titular flywheel’s progress, momentum becomes unstoppable and excellent results are inevitable.

 



 

#11 Positive Momentum

Related to the flywheel effect, Collins describes the importance of positive momentum. Taking actions or making business decisions that reaffirm your company’s core strengths for competencies will improve on the momentum. You should also focus on the human element of this idea, improving the efforts and success of your workers. Positive momentum forms a helpful feedback loop, making it easier to attain more positive momentum as you go along.

#12 Spend Time with Worthwhile People

Collins also points out that spending your time at work with people you do not love or respect will result in a subpar experience and prevent you from achieving a great life. Surrounding yourself with people who are worth your time is critical – not just for your business’s success but also for your personal fulfillment.

 



 

#13 Level 5 Leaders Channel Ego Into the Company

All great business leaders need to have some level of ego or ambition. But proper Level 5 leaders will channel that you go into their institution or company rather than allowing it to affect their personal decisions or attitude. This is part of the reason why finding excellent Level 5 leaders can be difficult; it’s easy for any executive to fall into this trap.

#14 Who, Then What

You should always start a business venture with the right people, even if you have a good idea already. Starting your company without the right people “on the bus” can lead to a terrible return on investment or company collapse.

 



 

#15 Keep Looking, Don’t Just Hire

You should put a lot of effort into finding the right people for your major positions. It won’t do your company or business venture any good to higher inappropriate candidates, especially for your leadership positions. It’s always worthwhile to take extra time to find the right folks for your bus than it is to settle.

 

Top 10 Quotes from Good to Great

 

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.”

 

“The purpose of bureaucracy is to compensate for incompetence and lack of discipline.”

 

“Great vision without great people is irrelevant.”

 

“A company should limit its growth based on its ability to attract enough of the right people.”

 

“For, in the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work.”

 

“By definition, it is not possible to everyone to be above the average.”

 

“Faith in the endgame helps you live through the months or years of buildup.”

 

“The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.”

 

“What separates people, Stockdale taught me, is not the presence or absence of difficulty, but how they deal with the inevitable difficulties of life.”

 

“Mediocrity results first and foremost from management failure, not technological failure.

 



 

Free PDF Download of the Summary to Save or Print

 

Go here to download the Good to Great PDF Summary.

 



 

Jim’s 10 Rules for Success

 

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Home » Business » Shoe Dog 3 Minute Summary: 15 Lessons Learned + PDF

 

Shoe Dog 3 Minute Summary: 15 Lessons Learned + PDF

 

Aug 28, 2020 by Brandon Gaille

 

Shoe Dog: A Memoir by the Creator of Nike is a 2016 memoir by Phil Knight, the co-founder of Nike. It describes the history of the Nike sports company from its early roots to its success is one of the most profitable and recognizable companies in the world.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Things Were Tough at the Beginning

Despite Nike’s current success, the earlier decades of the company were rife with financial struggle. The company was originally called Blue Ribbon Sports and it verged on bankruptcy for about 20 years before going public in 1980 and became solid enough financially that Knight did not have to worry about going under.

#2 The Goal Was Always Quality

Possibly one of the biggest ways in which Nike beat the rest of the competition was the constant focus on quality and innovation. Knight and his team were always looking at ways to improve the quality of their product rather than turning out lots of subpar shoes at rock-bottom prices. Knight himself spent many days tearing apart and putting together shoes himself to figure out what worked.

 



 

#3 Knight Wasn’t Interested in Advertising

Phil Knight wasn’t originally very impressed with advertising and didn’t recognize its value in his company plans. Even when Nike began to benefit from large-scale ad campaigns, Knight did not fully endorse those ideas and didn’t see the return on investment for large advertisements. This is not the same as general publicity, however.

#4 Knight Focused on Athlete Sponsorship

Instead of traditional advertising, Knight focused more on signing different athletes to become spokespeople and icons for the brand. His first successful athlete signing was with Steve Prefontaine, one of the most popular runners of the time, and who boosted Nike’s shoes into the public consciousness. John McEnroe, a well-known tennis player, was another big advertising victory for the company.

 



 

#5 Knight/Nike Didn’t Like Adidas

Particularly in the early days, Knight looked onto Adidas for inspiration and of their main competitor. He had an arguably negative relationship with the company, in that he had contempt for Adidas and felt that they were very arrogant due to their market domination.

#6 Knight and Foreign Labor

Despite Nike being known for employing lots of overseas labor, with all of the moral quandaries that come with it, Knight himself claims that Nike improved the factory conditions of those workers. He also claims that he wanted to pay laborers in foreign countries more money but local governments often got in the way. He points out that Nike is the gold standard for foreign labor compared to many other international companies.

 



 

#7 Make a Great Team

Knight describes that a lot of his success came from the excellence of his team. He was surrounded by superstars in all areas and specialties which allowed him to make excellent shoes and create fantastic ad campaigns. Knight makes special mention of several employees in his book and credits them with a huge amount of the overall success of the company.

#8 Never Give Up

Knight knows that this piece of advice is overstated, but he himself struggled quite a lot early on and felt that keeping a business alive was very, almost impossibly, hard. Thus, Knight now advises that anyone undertaking a serious challenge or endeavor should never give up and pushed through the challenges until they find success.

 



 

#9 “Fake It” ‘Till You Make It

Many of Knight’s earlier victories came from the confidence that he projected when he met with those with much more power or money than him. He had to walk into boardrooms with many experienced businessmen or borrow huge sums of money several times in order to make it to the top. He managed these victories by acting as though he was successful… and he eventually became so.

#10 Travel the World When You’re Young

Phil Knight believes that he benefited greatly both in terms of his general world wisdom and knowledge by traveling the world in his early 20s. He recommends that everyone with the means to do so should also spend time in other countries absorbing knowledge and experience before settling down into their primary career.

 



 

#11 Luck Played a Big Role

While much of the story focuses on the hard work and ingenuity that Knight and others brought to the table at Nike, he also acknowledges that luck played a huge role in his overall success. Some of this is persistence, as sticking with something gives you more opportunities for good luck. But there’s no denying that luck is the ultimate determining factor for business success.

#12 Be a Storyteller

Many of Nike’s most famous ad campaigns and marketing victories have come from an emphasis on storytelling. Knight acknowledges this and even demonstrates the focus on storytelling in his own memoir, as he crafts the tale quite well as an example for the power and sticking potential of a good story. Use this for your own products and advertising campaigns to great effect.

 



 

#13 Understand Your Audience

Regardless of what product you are selling or your marketing campaign, you need to understand your audience to be successful. This often means doing research and thinking about what you would want from the types of products you are making or selling. Understanding your audience will help you craft a marketing campaign that’s more successful and which feels personal to all who experience it.

#14 Have a Galvanizing Higher Purpose

Your brand cannot clearly be just a push for money. Instead, your brand needs to help people believe in a higher cause or idea and galvanize people to a higher purpose. For Nike, as an example, this would be inspiring people to be more physically fit and healthy.

 



 

#15 Shipping is Better Than Perfection

It can be tempting to only let the most perfect of your products out on the market, but this is often a bad idea. Instead, you will have better success shipping consistent products and getting those products to market rather than always delaying your stuff for perfection. Perfection is unattainable but customers will trust you if you do a good enough job and consistently get your products to them on time.

 

Top 10 Quotes from Shoe Dog

 

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.”

 

“The cowards never started and the weak died along the way. That leaves us, ladies and gentlemen. Us.”

 

“The single easiest way to find out how you feel about someone. Say goodbye.”

 

“Life is growth. You grow or you die.”

 

“When you see only problems, you’re not seeing clearly.”

 

“You are remembered, he said, prophetically, for the rules you break.”

 

“How can I leave my mark on the world, I thought, unless I get out there first and see it?”

 

“Like it or not, life is a game.”

 

“In the beginner’s mind there are many possibilities, but in the expert’s mind there are few. —Shunryu”

 

“He was easy to talk to, and easy not to talk to-equally important qualities in a friend. Essential in a travel companion.”

 



 

Free PDF Download of the Summary to Save or Print

 

Go here to download the Shoe Dog PDF Summary.

 



 

Knight’s 10 Rules for Success

 

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Home » Business » Apple’s Mission Statement and Vision Statement Explained

 

Apple’s Mission Statement and Vision Statement Explained

 

Dec 1, 2020 by Brandon Gaille

 

Apple is one of the largest and most popular companies in modern history. It became one of the leading names in personal computing and has dominated the market for mobile devices as the original innovator of the smartphone, digital music player, and tablet computer (better known under their proprietary monikers, the iPhone, iPod, and iPad).

Apple’s mission and vision statements have changed over time as the company has grown. What started out as a business completely focused on personal computers has evolved into an enterprise that serves technology needs for many types of consumer technology goods. Today, its most recent mission and vision statement speak to far-reaching goals and Apple’s critical strategy of innovation.

 

Mission Statement

 

The company’s most recent mission statement is “to bring the best user experience to its customers through its innovative computer hardware, computer software, and services.” Let’s explore what this means in practical terms.

 

1. What Apple Does: Delivers the Best User Experience

A mission statement should first describe what the company does. In Apple’s case, it seeks to provide an outstanding user experience. From computers to media players, Apple offers a seamless user interface that has long been recognized for its ease of use, clean design, and sleek aesthetics.

Apple’s product design is itself aspirational, becoming the envy of competitors and the desire of its customers. Each new product release or upgrade attracts buyers in droves who are seeking the latest features and designs. The company became a trendsetter with each product’s clean, polished appearance. Its website also reflects the simplicity of a graceful design, and the overall brand feel is polished and refined.

 

2. Who Apple Serves: Focuses on the Average Person

The next part of its mission statement reveals Apple’s target market. Every company exists for a particular user base. Apple’s customers are typically average users, though businesses make up a large portion of its user base. Apple’s products and the accompanying user experience have broken the mold numerous times and have set the standard for other companies to follow.

3. How Apple Does It: Dominates with Innovation

The final piece of its mission statement outlines how the company delivers on its promised goals. Apple’s “how” is innovation. In Apple’s most recent annual report, dated September 26, 2020, right after the risks associated with COVID-19 and the economy, Apple’s report delves directly into its competition and its challenges from rapid technological change. It went so far as to say that to remain competitive and stimulate customer demand, it must frequently introduce new products, services and technologies. (Pretty interesting that it focuses on actually creating demand, instead of fulfilling an existing demand or need.)

 

Apple innovates in the areas of hardware, computer software, and services. It focuses on providing something no one else can. Compare this to Microsoft, for example, which dominates the personal computing market with sheer volume. Apple has proprietary features and a uniform product design, plus it is the only company that produces Apple computers (whereas Microsoft’s Windows-based machines can be manufactured and sold by nearly anyone). If you want a Mac, you have to go through Apple.

Apple was also the original innovator behind the iPod, iPad, and iPhone. Today’s massive market for smartphones, digital music, and tablet computing owes much of its very existence to Apple. Here is a summary of the impact of these “i” innovations:

 



 

The iPod changed the way we purchase and listen to music, moving away from physical media, and making music digital.

 

iTunes, a closely related piece of software, helped users manage their digital music libraries and also brought about new ways that users could consume that media. It made digital purchases of music, movies, and TV shows much more accessible and spawned the explosion of podcasts that provided a totally new channel for sharing and consuming content.

 

The iPad was the first consumer tablet product, and Apple continued to define what the product could do.

 

The iPhone is still the most popular mobile device on the market, completely revolutionizing how people use “computers.” Where people mostly used larger desktop or laptop computers even as little as ten years ago, now many only use a smartphone – all thanks to the iPhone.

 

Other accessory products, like earbuds (which largely replaced headphones), wireless technology, the widespread use of touchscreen interfaces, the application-based approach to software delivery, and much more were either created or made commonplace by Apple. Furthermore, consolidating the functions of several devices into one powerful and compact machine is a massive advantage for Apple. Consumers can use Apple’s products to perform the functions of a telephone, music player, camera, personal computer, and much more.

 



 

Other things like apps (applications), mobile payments, and more owe much of their expansive growth to Apple leading the way. Many processes that we take for granted trace their genesis back to Apple. If we were to suddenly remove all the things we take for granted due to Apple’s far-reaching influence, we would be surprised at how different the world would look. In this way, it has more than delivered on its mission statement.

 

Vision Statement

 

Where a mission statement tends to deal with the tangible ways a company conducts business, the vision statement is more aspirational and forward-facing. It goes to the heart of a company’s goals. Apple’s vision statement is as follows:

 



 

“We believe that we are on the face of the earth to make great products and that’s not changing. We are here to make the best products on earth, and to leave the world better than we found it.”

1. Why Apple Does What It Does: To Deliver the Best Products on Earth

The vision statement answers the question of why. The “why” behind Apple’s mission of innovating in computer hardware and software is that it believes that it is on the face of the earth to make great products.

 



 

Apple does not settle for anything less than excellence. If a product or service is not up to its high standards, it will delay (and has delayed) its release until it is fully ready. Its reputation for high-quality and cutting-edge concepts has been well-known for decades, and with every new product, it further cements that reputation in the eyes of its consumers and the wider industry.

Furthermore, it has committed to staying at the top, maintaining its sterling reputation for excellence. Not only does it seek to make great products, but that goal is not changing. This tells its customers, staff, and investors that the company will stay focused on its goals and not change or cut corners. This perception of stability and faithful execution of its mission inspires great confidence.

 



 

2. Why Apple Exists: To Leave the World Better Than It Found It

The vision statement then restates the overall goals to make the best products on earth. Once again, the commitment to excellence and innovation is clear. Apple uses its vision statement to recognize the impact it has on the world: it commits to leaving the world better than it found it.

So often, companies can come and go without leaving any lasting impact. A brand may be the favorite of the day or the season, but when the business folds, there is rarely any lasting impact on its consumers. Competitors, copycats, or substitutions usually slide right in, erasing virtually all memories of the company’s presence. Such is not the case with Apple.

 



 

a. Apple Has Changed How, When and Where We Use “Computers”

Apple has revolutionized the use of and access to personal computing. It has changed the way that billions of people work, live, and communicate. It has created entirely new segments of the technology market and has gone on to dominate those markets over time.

b. Apple Has Created a More Connected Globe

One of the major results is that the global society Apple has helped to create is much more connected than it previously was. Innovations created by market leaders like Apple and others have helped to bring together people from all corners of the globe. Many of us use the same hardware and software, making us feel even more closely connected through that shared experience. Our access to information and services has never been more open, and it will only continue to grow.

 



 

c. Apple Has Given Access to People Who Had None

Beyond these specific aspects of interconnectedness is Apple’s additional commitment to increasing that access to those that previously did not have it. Apple has joined with other companies to provide access through devices and technology to growing economies and countries that did not already have a strong technical infrastructure. In this way, it not only creates new markets for itself (again, creating demand), but it changes the ways those people live their lives and connects them with others around the world.

 

Conclusion

 

Apple’s mission and vision statements guide its corporate goals and the products and services it releases to the public. But beyond sales figures and revenue, these statements help Apple stand out not only apart from its competitors, but as a leader in changing lives and lifestyles the world over.

 



 

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Home » Business » Zero to One Quick Summary: 15 Lessons Learned + PDF

 

Zero to One Quick Summary: 15 Lessons Learned + PDF

 

Mar 9, 2020 by Brandon Gaille

 

Zero to One: Notes on Startups is a book by Peter Thiel, a famous American investor, and entrepreneur. In it, he describes the major ways in which you can be a successful entrepreneur and how to craft the best company you possibly can.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Focus on One Thing

Peter Thiel claims that successful entrepreneurs will not spread their efforts too thinly across a diverse portfolio of different business ideas or backup careers. Instead, the truly successful will put all of their effort behind one unique idea or business plan and throw all of their weight behind that effort. This way is the only consistent method behind monopoly creation.

#2 The 80/20 Rule

Many self-help and financial books also use this rule to demonstrate the universal truth: 80% of your profits or yield will be produced by 20% of your customers or products. Thus, maximizing efficiency involves focusing most of your efforts on improving the producing 20% of your product or business model and ignoring the other 80% as much as possible.

 



 

#3 Monopolies Are Good

To the entrepreneur, a monopoly is the finish line. To be a monopoly is to enjoy no competition and to have market dominance over your niche or product type. This is the ideal position for any business to be in and it’s what you should focus on when developing your new idea or determining which path to take your business in.

#4 Invest Early

Maximizing retirement savings should be a key interest to any successful entrepreneur. Maximizing those savings through your Roth IRA or 401(k) – by investing as soon as you can – will lead to greater dividends as you age and will generate wealth much more quickly than you might think.

 



 

#5 Ignore the Common Wisdom

Entrepreneurs that are successful never get there by listening to others and iterating on ideas that have already been proven. To be successful, to truly create a 1 from 0, you’ll need to think for yourself and come up with a new product or solution that people don’t already know that they need.

#6 Don’t Be a Jack of All Trades

Well-roundedness is a college-level myth that stalls too many people from achieving their maximum potential. Instead, you should focus on a single thing – ideally, the best thing you can do or create – and give that all of your effort. This will create opportunity and excellence and will use your limited time and energy most efficiently.

#7 Be an Optimist

While the path to success will undoubtedly be littered with failure and setbacks, you must always keep an optimistic mindset and focus on the future. This will keep you going when necessary and prevent you from stumbling when it appears to be too difficult to continue.

 



 

#8 Learn How to Sell

Figuring out the right product or market strategy is only one piece of the entrepreneurial success puzzle. Peter Thiel explains that successful entrepreneurs must also know how to sell their product or service for it to truly produce a return on investment. If you aren’t already good at selling, become better. If you are good, become better anyway.

#9 Automation is Not the Solution

Thiel insists that focusing on automation is an entrepreneurial dead-end. Instead, it’s wiser to focus on the complementary abilities of both humans and computers. He advises that you should focus on building a business or product that leans on this principle of complementariness and focus on things that can leverage the power of man and machine.

 



 

#10 People Are Power

Thiel also recognizes that the people that make up a company drive a huge amount of its potential success or failure. If your company utilizes other talent, you need to make sure that you bring out the best from every person who works for your company. If you aren’t already a great leader who inspires excellence, how can you change this? If you are a good leader, focus on becoming even better.

#11 Business Moments Happen Once

There are historical business “lightning in a bottle” moments that cannot be captured again. As an example, Thiel explained that no one else will ever create a social network away Zuckerberg did when he made Facebook. Don’t try to copy these moments; instead, forge a new path and create new “lightning in a bottle” business legends that others will fail to emulate from you.

 



 

#12 There’s No Formula

Despite there being many books advising entrepreneurs and business starters, Thiel explains that there’s no winning formula to success. Instead, consistent success is normally found in people (entrepreneurs) who constantly push themselves and excel at creating inventing solutions or products that people do not yet know that they need.

#13 Important Truth

Arguably the biggest take away in this book is Peter Thiel’s question: “What important truth do very people agree with you on?” This question is frequently used for interviews, and your answer to it may reveal a potential pathway for your efforts or future business. It also trains your brain to think critically and break from the common consensuses about typical debates or ideas. Focusing on the rare truth you agree on is critical for any successful entrepreneur.

 



 

#14 Last is Better Than First

While being truly creative (creating 1 from 0) is important, it’s often more profitable and even more important to be the last developer in a given market or field: having the last laugh, as it were. For instance, changing computer operating systems into their final iteration will afford you greater success and profits than the person who invented the first computer operating system. Keeping this in mind when developing your next business venture may yield better success.

#15 New Thinking is Key

Thiel argues that in any startup, a company’s greatest strength is how agile and new its thinking is. It’s not the space that it occupies or the number of people who comprise the startup. Startups that are truly unique and who look at the problem they are trying to solve in original ways will be stronger overall than startups with fancy offices or lots of talented workers.

 



 

Top 10 Quotes from Zero to One

 

“What important truth do very few people agree with you on?”

 

“The most valuable businesses of coming decades will be built by entrepreneurs who seek to empower people rather than try to make them obsolete.”

 

“Monopoly is the condition of every successful business.”

 

“All failed companies are the same: they failed to escape competition.”

 

“In the most dysfunctional organizations, signaling that work is being done becomes a better strategy for career advancement than actually doing work (if this describes your company, you should quit now).”

 

“Madness is rare in individuals—but in groups, parties, nations, and ages it is the rule.”

 

“If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution.”

 

“By the time a student gets to college, he’s spent a decade curating a bewilderingly diverse resume to prepare for a completely unknowable future. Come what may, he’s ready–for nothing in particular.”

 

“Customers won’t care about any particular technology unless it solves a particular problem in a superior way. And if you can’t monopolize a unique solution for a small market, you’ll be stuck with vicious competition.”

 

“Most of a tech company’s value will come at least 10 to 15 years in the future.”

 



 

Free PDF Download of the Summary to Save or Print

 

Go here to download the Zero to One PDF Summary.

 



 

Theil’s 10 Rules for Success

 

The Famous Peter Thiel Ted Talk

 



 

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Home » Business » The 4-Hour Work Week Speed Summary w/ PDF

 

The 4-Hour Work Week Speed Summary w/ PDF

 

Jan 26, 2020 by Brandon Gaille

 

Tim Ferriss’s groundbreaking book “The 4-Hour Workweek” outlines a new way of living and working by cutting down on wasteful effort focusing your energy on what matters.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 Focus On What Matters

Ferriss advises that spending the majority of your efforts on things you’re good at or your best ideas will result in greater proportional returns/rewards than trying to spread yourself thin over too many tasks or business ideas.

#2 Working Less is Better

We’re trained from a young age to believe that working fewer hours means that we’re lazy, but the truth is that those who can work less and still succeed are simply smarter.

#3 Don’t Measure Success by Time Spent Working.

Time spent worked does not necessarily equal time well spent. It’s better to do good work in one hour than mediocre work over eight hours.

 



 

#4 Make Sure Business Ideas are Profitable

It doesn’t matter how well you think an idea will work out on the market; always do research and ask potential consumers if they would pay for your efforts before you begin spending time and money on a business venture. The only good ideas are profitable ones.

#5 Fewer Choices is Better

Ferriss agrees with the central premise of Barry Schwartz’s “The Paradox of Choice”. Give your customers fewer options and you’ll receive more orders and more satisfaction from them. More options are also usually more costly in terms of both customer service and manufacturing for your part, anyway.

#6 Use Time Smartly

The more time we give ourselves to do a task, the longer we’re likely to take to complete it. Be smart with your deadlines and plan ahead to partition and value your time appropriately and your own efficacy and efficiency will skyrocket.

 



 

#7 Don’t Accept the Standard Work Week

This is arguably the central premise of the book. There’s no reason beyond societal agreement that the typical workday should take eight hours. Ferriss argues that this is not only ineffective for many people but it’s also a waste of the most valuable resource of all: time.

#8 Practice Selective Ignorance

Ferriss suggests that focusing your attention on only things that matter will increase your attention span and improve your mood. Since we’re all bombarded with far too many information inputs throughout the day, such a practice is likely to result in a happier lifestyle and a more appropriate focus on the things that are important in our lives. Of course, focusing on what matters will also improve the end results of your work.

 



 

#9 Follow the 80/20 Rule

Pareto’s Principle states that 80% of output comes from just 20% of input. In business parlance, a small minority of your consumers or product will bring in the majority of your profits. Keeping this in mind can help you effectively focus on the customers who are actually profitable to your business rather than wasting resources and time on a majority of customers that don’t bring in the big bucks.

#10 Don’t Be Afraid to Take Risks

It’s human nature to be cautious before taking a leap of faith. But too many people never experience what they want in life and spend too many years languishing in jobs that they hate. It’s always better to take a risk and try for freedom and success than it is to accept mediocrity and boredom. Ferriss states, wisely, that there’s only one life to live; it’s up to us to make the most of it.

 



 

#11 Let Go of Material Possessions

We live in a consumerist culture, to be sure. But Ferriss argues that allowing yourself to be swept up in the pursuit of more possessions will only cause significant mental and emotional baggage that will lower your quality of life. When taking a trip or purchasing things for a home, make an effort to reduce your material possessions and you’ll feel liberated and end up wasting less time and money on things that don’t really matter.

#12 Don’t Focus on Becoming Rich

Becoming rich affords a luxurious lifestyle and plenty of free time, both of which are what people actually want when they imagine having lots of commas in their bank statement. But you can achieve a luxurious lifestyle with lots of free time without having billions in your name. Focus on reaching your ideal lifestyle instead of an arbitrary financial number and you’ll experience happiness that much sooner.

 



 

#13 Charge Premiums!

Too many freelancers or business owners don’t properly charge for their services or products that they should. They also sometimes focus on the quantity of service or product rather than quality. This is a mistake. Focusing on higher-quality but higher premium products or services will not only result in less work to turn the same amount of money but also more satisfied customers. The 80/20 rule about effort applies here, as well.

#14 Do Not Defer

Ferriss laments those that constantly differ their retirement or goals for later in life. You only live once and disaster could strike at any time. Instead, it’s much smarter to pursue your goals now and live the life you want rather than constantly working yourself to the bone and saving for retirement that won’t even be fully appreciable in your twilight years. Pick your goals, develop a strategy, and pursue your dreams today, not tomorrow.

 



 

#15 Follow the DEAL Acronym

This stands for Definition, Elimination, Automation, and Liberation. This acronym can help you focus on understanding and achieving your goals. Definition will help you define your goals or dreams so you can take proper action. Elimination inspires you to remove material possessions or distractions that don’t matter to your actual goals. Automation is about minimizing the effort you put into your success, related to the 80/20 rule. Liberation refers to the end result: freeing yourself from the monotony of a 9-to-5 office job and reaching the luxury and freedom you’ve always wanted.

 

Top 10 Quotes from The 4-Hour Workweek

 

“What we fear doing most is usually what we most need to do.”

 

“People will choose unhappiness over uncertainty.”

 

“A person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.”

 

“The question you should be asking isn’t, “What do I want?” or “What are my goals?” but “What would excite me?”

 

“Focus on being productive instead of busy.”

 

“Being able to quit things that don’t work is integral to being a winner”

 

“Poisonous people do not deserve your time. To think otherwise is masochistic.”

 

“Information is useless if it is not applied to something important or if you will forget it before you have a chance to apply it.”

 

“The opposite of love is indifference, and the opposite of happiness is boredom.”

 

“If you are insecure, guess what? The rest of the world is, too. Do not overestimate the competition and underestimate yourself. You are better than you think.”

 



 

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Tim’s 10 Rules for Success

 

The Famous Tim Ferriss Ted Talk

 

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Home » Business » Deep Work Speed Summary: 15 Lessons Learned + PDF

 

Deep Work Speed Summary: 15 Lessons Learned + PDF

 

Jul 10, 2020 by Brandon Gaille

 

Deep Work: Rules for Focused Success in a Distracted World is a 2016 book by Cal Newport. It focuses on cultivating the ability to work consistently and focused to improve your artistic results and productivity.

 

A 3 Minute Summary of the 15 Core Lessons

 

#1 “Deep Work”

Newport defines deep work as, “the professional activities performed in a state of distraction-free concentration that pushes your cognitive capabilities to their limit”. Basically, deep work is work that you do with all of your focus on the job at hand, resulting in greater productivity and better results. It’s similar to the “flow” state many psychologists reference.

#2 4 Hours Only

Newport also states that you can only do about four hours of deep work every day. This isn’t a matter of concentration or practice; it’s a matter of human biology and psychology. The brain eventually gets tired from focusing so hard on a single task or process and requires rest. Beginners will usually average around a single hour of deep work per day. In a way, your mind is a muscle that you can stretch to reach the theoretical four-hour maximum.

 



 

#3 Deep Workers Win

Deep work consistently provides better results and a more excellent portfolio of work than traditional labor and strategies. Emphasizing deep work and doing all you can to make this time as productive and consistent as possible will yield fantastic dividends in the long run.

#4 Drop Social Media

One of the ways in which you can engage in deep work is to drop social media. If you don’t want to get rid of social media entirely, you should at least make it so that you can’t engage with the Internet or your devices during your deep work period. This will eliminate distractions and help you make the most of your time.

 



 

#5 Manage Your Tech

We all have a high number of gadgets and computers in our everyday lives. But we don’t think very much about how these gadgets affect our thinking and our working habits. Before purchasing or using a new device, consider the value it can actually add to your life. Only use new devices if there are concrete gains and you can control how you use them.

#6 The Maker is Becoming More Important

Newport suggests that culture is shifting to celebrate the “maker” or the deep thinker. This trend is most visible within pop-culture and content creation as people find their unique voices and reach wider audiences. The best way to make the most of your “maker” status is to perform deep work frequently.

#7 Uninterrupted Time is Necessary

In order to perform any time span of deep work, you must have a stretch of uninterrupted time. It’s virtually impossible to engage your brain in deep work if you are constantly interrupted. Make sure that you have a quiet or isolated workspace as you begin to work on your project or job. Turn off all devices and make it difficult or impossible for your mind to retreat to social media during this timeframe.

 



 

#8 Practice Makes Perfect

Like with virtually all skills and habits, the more you engage in deep work, the easier it will be and the longer your sessions will last. Expert deep workers find it easier to achieve even greater results and make the most of their deep work sessions than beginners. Don’t get discouraged if you don’t make it through the four-hour session on your first try.

#9 Focus on Progress, Not Outcome

Newport suggests that too many people focus on the bottom line or end result of their effort. This can stifle the act of creation and ruin your motivation. Instead, he advises focusing on the progress you make or the actual process of creation itself. This lends itself better to deep work as a concept and will make you happier during your labor.

 



 

#10 4 Strategies for Managing Willpower

Newport understands that managing your willpower is incredibly difficult, so he has four strategies you can use to open yourself to deep work. The first is to give up your email and other easy distractions that tear your attention away from your task or objective, at least while you’re working.

#11 Bimodal Behavior

This doesn’t necessarily refer to a sleep schedule. Instead, Newport recommends that you should schedule regular retreats or periods of intense concentration and isolation to create opportunities for deep work. Long morning walks or sessions in an art studio where you won’t be bothered by others are both perfectly fine examples.

 



 

#12 Rhythmic Behavior

Newport also suggests that you adopt a rhythmic lifestyle, at least in relation to your artistic endeavors. Make sure that you follow a habit that is consistent, and which allows you to perfect your artistic techniques rhythmically. Set aside a set time every day in which you can practice your art and you’ll become better at it and be able to call upon a deep work session more easily.

#13 Journalistic Behavior

Finally, don’t be afraid to utilize so-called “journalistic” behavior, which is best summarized as “jumping in whenever you can”. Some lifestyles are too hectic and some jobs are too demanding for set schedules. In this case, make peace with the fact that you may need to take advantage of any downtime you have and use it for deep work. Align yourself with the motivations of journalists and jump on every opportunity you can grab.

 



 

#14 Create Time to Recharge

No one’s willpower is infinite, and the mind requires time to rest. Be sure to give yourself a section of time each day after performing deep work to recharge. Let this time be exclusively for recreation or otherwise are removed from your artistic work, such as your job if it isn’t related to your craft.

#15 Deep vs. Shallow Work

Newport also describes shallow work so people can more easily recognize it. In a nutshell, shallow work is not cognitively demanding and is often logistical in style: usually busy work or the like. This kind of work doesn’t take much effort and does not produce real value for the world.

 

Top 10 Quotes from Deep Work

 

“If you don’t produce, you won’t thrive—no matter how skilled or talented you are.”

 

“Clarity about what matters provides clarity about what does not.”

 

“Who you are, what you think, feel, and do, what you love—is the sum of what you focus on.”

 

“Two Core Abilities for Thriving in the New Economy 1. The ability to quickly master hard things. 2. The ability to produce at an elite level, in terms of both quality and speed.”

 

“What we choose to focus on and what we choose to ignore—plays in defining the quality of our life.”

 

“To simply wait and be bored has become a novel experience in modern life, but from the perspective of concentration training, it’s incredibly valuable.”

 

“If you can’t learn, you can’t thrive.”

 

“The task of a craftsman, they conclude, “is not to generate meaning, but rather to cultivate in himself the skill of discerning the meanings that are already there.”

 

“Efforts to deepen your focus will struggle if you don’t simultaneously wean your mind from a dependence on distraction.”

 

“If you service low-impact activities, therefore, you’re taking away time you could be spending on higher-impact activities. It’s a zero-sum game.”

 



 

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Newport’s 10 Rules for Success

 

The Famous Dr. Cal Newport Ted Talk

 



 

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Home » Quotes » 100 Powerful Gratitude Affirmations to Fill You with Joy

 

100 Powerful Gratitude Affirmations to Fill You with Joy

 

Oct 26, 2020 by Brandon Gaille

 

Here are 100 powerful gratitude affirmations to fill you with joy and say daily.

#1 I am experiencing the gift of life.

#2 I contribute to a large whole by my very existence.

#3 I am inspired and excited by the world around me.

#4 Today I am grateful for absolutely everything: life is simply breathtaking.

#5 I marvel at the exquisite complexity and symphony of the universe.

#6 I am alive and fully embrace all that entails, right now.

#7 I am thankful for all the past lessons that lead me to today.

#8 I fully receive the love that exists all around me.

#9 I appreciate the good times and the harder days. Both are part of a beautiful life.

#10 I am grateful for all the little things that make up my life.

#11 I am thankful for the warm sun and the life-giving rain.

 



 

#12 I am grateful I am here right now, experiencing this moment, which can’t be repeated.

#13 I have experienced many small miracles already. More are destined to come.

#14 Love is the essence of who I am. I let it pour out of me.

#15 I am loved for who I am.

#16 The world keeps spinning. Life keeps transforming.

#17 There is profound harmony in nature, which I am a part of.

#18 Every day I am born again.

#19 My heart is full of love, taken in from all around me.

#20 Again today, I get to live my unique adventure.

#21 Not a moment is wasted when I live fully immersed in life.

#22 My hands remember the many touches and embraces they have felt.

#23 I am grateful for both the chaos and the order that makes life complete.

 



 

#24 I may not always know where things are headed, but regardless I am grateful for today.

#25 My life is fuller because of the other souls I share it with.

#26 I feel a deep sense of belonging.

#27 I have the honor of being alive today.

#28 In the eyes of others, I can see the light of life that connects us all.

#29 I have a long list of things to be grateful for, even on bad days.

#30 I pause to appreciate every little cell that makes up my world.

#31 I am thankful for my body’s amazing healing abilities.

#32 I am grateful for the quiet moments when my thinking mind takes a break.

#33 I was born into this world, and therefore I am part of the mystery of life itself.

#34 I can feel deeply, which is a uniquely human trait.

#35 I am grateful for the constant human compassion and empathy evident in my daily life.

 

#36 I pause to notice my breath, this constant, phenomenal, natural occurrence.

#37 The world is full of many natural wonders. I am one of them.

#38 I appreciate the thousands of smiles I have already experienced so far.

#39 I can feel the current of life running through me.

#40 I am connected to everything around me by a common lifeforce.

#41 I am grateful for my feet planted firmly on the ground, helping me feel present.

#42 I am thankful for the opportunity to connect with people all across the globe.

#43 I have great friends who hold a special place in my heart.

#44 I am filled with gratitude, thinking of the special animals I have shared a bond with.

 

#45 I appreciate all the incredible things my body and mind accomplish each day.

#46 I am grateful for the sweet smell of flowers.

#47 I am thankful for the beautiful human moments that make me pause and be still.

#48 I love the blue skies, colorful sunsets, and moody silver clouds.

#49 I always find something in nature that eases my mind and sets my soul alight.

#50 No matter what happens, I find love and nurturing present all around me.

#51 I am grateful for the interesting and different people I get to meet in my lifetime.

#52 I am awestruck by the mystery of the vast moon and twinkling stars.

#53 I am thankful to have experienced love, in many forms.

#54 Plenty of food, good people, and laughs make me content.

 

#55 I am grateful for the advances in technology, creating new possibilities for me.

#56 I am thankful for the morning birdsong that reminds me I am alive.

#57 I marvel at the grand design of the universe.

#58 A thankful heart brings me peace.

#59 My day is transformed by beginning with gratitude.

#60 There is so much to be grateful for when I truly look.

#61 I touch the earth and remember I am home.

#62 I am grateful for the great work opportunities I have.

#63 My warm bed welcomes me each night.

#64 Today I am really living with the full vibrancy of my soul.

#65 I find consistent little joys throughout the day by taking in each moment.

#66 I am thankful that each day I get to start anew.

#67 I am free.

 



 

#68 With contentment from daily gratitude, I feel like I could fly.

#69 I am grateful for my body: once a tiny baby and now grown and strong.

#70 I appreciate the lessons I have learned.

#71 I am grateful for good times making the days last longer.

#72 I am thankful for my special family traditions.

#73 I am grateful for the wisdom that time has granted me.

#74 Hope is always there.

#75 I have wonderful people in my life.

#76 I am proud of my inner strength.

#77 I earn money and support myself. It feels good.

#78 Diversity makes the world a better, more interesting place.

#79 Thank you to the lovers and the fighters, asking for a better world for us all.

#80 I am glad to have already experienced so much in my short time here.

 



 

#81 All seasons are part of the earthly cycle. I relish in each one’s beauty.

#82 I am grateful for the simple wealth all around me that I am so accustomed to.

#83 I pause to give thanks to the little things that often get taken for granted.

#84 I live with ease and grace.

#85 I am thankful for the ability to travel and have adventure.

#86 I am grateful that I can create my own fun and special times.

#87 I appreciate my family, even the aspects which have been hard.

#88 I am never alone. I am part of the human experience.

#89 I can cry and laugh, all in a day.

#90 I can hug and be hugged.

#91 I enjoy slow, quiet mornings.

#92 I appreciate the heart-warming sound of young children’s chatter and laughter.

#93 I am thankful that I can always learn more.

 



 

#94 Every day I expand more into who I really am. It is a gift.

#95 Each experience has helped shape me: the big, small, good, and bad.

#96 I enjoy brightening another’s day with my kind words and a soft smile.

#97 I am capable of things today that I couldn’t do in the past.

#98 I am grateful for apologies, and the closeness shared in making amends.

#99 I am thankful for human connection: indescribable and vital.

#100 I can be a new me, whenever I decide.

 

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Home » Quotes » 101 Positive Affirmations for Work and Career Success

 

101 Positive Affirmations for Work and Career Success

 

Oct 19, 2020 by Brandon Gaille

 

Here are 101 positive affirmations for work and career success for you to say to yourself daily.

#1 I am aligned with my highest purpose.

#2 I do what makes me happy and success is assured.

#3 I create the perfect balance of work and life.

#4 I work in ways that energize me.

#5 I say no when work is not aligned with my dreams and highest values.

#6 I value my time and so I only do work that is fulfilling.

#7 Even in the harder moments, my career still feels purposeful and joyful.

#8 What I do helps contribute to the world.

#9 I leave a legacy with the work that I do.

#10 My career is guided by my passion.

#11 My work is diverse and interesting.

#12 Not everyone can do what I do.

#13 I enjoy each day. It doesn’t feel like a struggle to success, but instead a journey.

 



 

#14 I display expertise in my field.

#15 I am well respected, and people often turn to me for advice.

#16 I know as long as I try, I have achieved success.

#17 Many small little wins accumulate to become my overall success.

#18 I savor every day as I am living my dream.

#19 I say yes to exciting new pathways.

#20 Opportunities await me.

#21 I put myself out there, and it pays off.

#22 It all starts with positive expectations. The rest follows.

#23 I see my value, and so do others.

#24 I have so much to contribute. I won’t let fears slow me down.

#25 I make work look like play by bringing joy to what I do.

#26 I hand select the life I want by making choices aligned with my dreams.

 



 

#27 I do not need to settle for less than incredible.

#28 My dreams and my reality become the same by my consistent effort.

#29 I admire my strengths.

#30 I wholeheartedly accept praise.

#31 I deserve to feel proud of all I have already accomplished.

#32 I take on feedback, and it guarantees an even greater level of success.

#33 There is no better time than right now.

#34 All inspiring humans started somewhere.

#35 I value where I am right now.

#36 I do not rush to the future. My success is in the present moment.

#37 I find evidence of my current success wherever I look.

#38 It feels incredible to me to be on the right track.

#39 My journey is unique. I refuse to compare myself to others.

 



 

#40 Amazing things happen in my career.

#41 I am in full bloom.

#42 Whether I feel I am a beginner or advanced, my value remains priceless.

#43 There are days to plant the seeds, others to enjoy the harvest.

#44 I stand tall, thinking of the dreams I have already fulfilled.

#45 There is no better feeling than a job well done.

#46 I am right where I belong today.

#47 I only look back to celebrate past wins.

#48 If it was easy, everyone would have done it. I am up for the challenge.

#49 I celebrate daily.

#50 My success has no endpoint. It carries on every day in different forms.

#51 There are no rules. My success is self-guided.

 



 

#52 A tiny seed becomes a giant tree. The same is true for my ideas of today.

#53 There is no winning as there is no competition. I do this for me.

#54 I may be tired, but I am proud.

#55 I have so many opportunities. I only say yes to those I really want.

#56 I am brave in my career.

#57 I am richly rewarded for following my heart.

#58 It takes poise and deep consideration to make meaningful career choices.

#59 I am learning as I go.

#60 I let go of expectations and assumptions and just see what happens.

#61 Rough waters can lead to interesting new shores.

#62 I am allowed to change my mind.

#63 It’s okay to want something better for myself.

#64 I create an incredible life for myself.

 



 

#65 I keep my focus on what I really want, not simply status but overall fulfillment.

#66 I have healthy boundaries in my workplace to protect my peace of mind.

#67 I am proud of myself every day of the journey.

#68 I do have time, and I will not be rushed into fear-based decisions.

#69 I clear my mind, pause, and relax, then do the work required with ease.

#70 I kick over the career ladder and forge my own way.

#71 My journey is not like theirs, and it does not have to be.

#72 I am loved and valued regardless of my work or career.

#73 My work is only one part of my very rich life.

#74 I work with amazing people who respect me, and I respect them.

#75 Feedback means I am refining my craft masterfully.

#76 I trust myself the most to know what direction to go.

 



 

#77 My work makes me feel good, almost all of the time.

#78 Even if today doesn’t reflect my ambitions, I know it is part of the ride.

#79 My goals change over time, and that is okay.

#80 My success cannot be to meet the needs of others, it must come from my heart.

#81 I feel heard and valued in my work.

#82 I have plenty of time for leisure, family, and friends.

#83 I live comfortably because of my work.

#84 I find freedom of expression in what I do.

#85 My creativity takes many forms, unique to me, in the work I do.

#86 The world needs me to work from my passions.

#87 Work is made easy when I swim with the current, not against it.

#88 I make great, well-balanced decisions.

 



 

#89 Nothing is forever, and I can always realign if required.

#90 I can be great at my job and still learning at the same time.

#91 It takes bravery to accept and implement feedback.

#92 When I am inspired by what comes naturally to me, work is made easy.

#93 I take chances and say yes to opportunities that excite me.

#94 Others are amazed at how I get to live my life.

#95 I create new things that didn’t previously exist.

#96 I am clever enough to know the importance of rest as part of true success.

#97 My values are crystal clear. My work life reflects that.

#98 I am content by working in a way that supports my emotional needs.

#99 I am the path of the highest and best application of my strengths.

 



 

#100 Success feels like fulfillment, contribution, belonging, and grow-inducing challenge.

#101 I am ready to take action in alignment with my goals.

 

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About The Author

Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

CategoriesQuotesPost navigation

 

DiSC Personality Types Explained: D-Style vs I-Style vs S-Style vs C-Style

 

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BRANDON’S INCREDIBLE STORY

 

From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors

 

RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

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Slogans

 

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Blog Names

 

Pros and Cons

 

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Home » Quotes » 100 Confidence Affirmations to Boost Self-esteem

 

100 Confidence Affirmations to Boost Self-esteem

 

Oct 12, 2020 by Brandon Gaille

 

Here are 100 powerful confidence affirmations to say daily to boost self-esteem.

#1 I am powerful.

#2 I stay true to who I am.

#3 I am ready, and now is my time.

#4 I am what divine beauty looks like.

#5 I am exactly as I am destined to be. Perfect now, and always.

#6 I will not wait for impossible perfect conditions. My time is now.

#7 The light of the world shines from my eyes.

#8 I love the person I have become. Every inch, and all facets of who I am.

#9 My very existence is a miracle. I never forget who I am.

#10 I have something unique to contribute.

#11 I am the hero in this story. I am not waiting for one.

#12 My voice is important. I am not afraid to share it and contribute.

#13 My past reminds me of how much I am capable of.

#14 The awe-inspiring beauty of nature is the same within me.

 



 

#15 I am not defined by what has happened before. I am capable of even more.

#16 There are no limits to my abilities. I even surprise myself with new heights I achieve.

#17 The thinking mind will set limits that do not exist. I don’t believe any of it.

#18 I am an important part of the greater universe. Unique but interconnected.

#19 There is no other soul in the world just like me.

#20 Others are inspired by me when I am in my element, being myself.

#21 I forgive myself for past self-criticisms, for I didn’t know my worth and power then.

#22 The world functions in perfect harmony, as do I.

#23 I know I am already whole and powerful, no matter what.

#24 I am the embodiment of the essence of life.

 



 

#25 I will not waste time with comparisons.

#26 I am unique and stunning, standing in my power and knowing who I am.

#27 Life sparks the light in my eyes for the world to see.

#28 I am seen in all my beauty.

#29 I focus on discovering more of myself. Nothing else matters.

#30 I release the facade of identity and let the light within me beam out, unencumbered.

#31 I am sorry I ever doubted myself, or my value. I am unfathomably important and special.

#32 I love myself.

#33 I have already achieved so much, yet more is to come.

#34 I accept who I am right now, and any changes I will encounter.

#35 I grow and expand.

#36 I welcome new challenges as they help me become more of myself.

 



 

#37 I am an expression of all the beauty in the natural world.

#38 There is much more to me than titles and achievements.

#39 I don’t take life too seriously. I am fun and adventurous.

#40 Life expresses itself through me, joyously, and with fluid movement.

#41 I not only accept who I am, but I also adore who I am.

#42 Today I am perfect. I forget everything else.

#43 I am in a league of my own, doing what makes me happy.

#44 Self-love radiates from me. I look good, and others can feel my radiance.

#45 There is no fear, only radical self-love and acceptance.

#46 With each breath, I stand a little taller.

#47 The energy of life pulses through me. I am alive.

#48 I am an expert in my field. I know more than I am aware of.

 



 

#49 I have the skills, knowledge, and experience to do this. I let go of all doubt.

#50 My strength is something I can always draw upon.

#51 Today, I make my contribution to the world. It may be big or small.

#52 I am needed and valued.

#53 I let inspiration take over any fears.

#54 I am here for a reason.

#55 There are no mistakes. I am confident that I can do no wrong, only grow.

#56 Many others have paved the way before me. I can do this.

#57 Lack of confidence is a sign I have forgotten who I truly am. I remember.

#58 Some fear is normal. I never let it deter me.

#59 I surround myself with people who lift me up and value who I am.

#60 If not today, then when? I am ready.

 



 

#61 I was born to fully live life, without limitation.

#62 My thoughts may sometimes doubt, but my heart knows its power and strength.

#63 I take up all the space I need. I never shrink away.

#64 Challenges don’t exist. They are simply choice points in life, where we might grow.

#65 I take the leap, acknowledging the fear but not letting it slow me down.

#66 I believe in myself, and others do, too.

#67 Today I cultivate self-belief and self-love in all that I do.

#68 I have everything I need already.

#69 I am whole, just as I am.

#70 My inner confidence shines out and lights up the room.

#71 There is nothing more magnetic than a person in touch with their inner worth.

#72 The stage is set, and I am ready to perform.

 



 

#73 I embody the energy of a powerful, peaceful warrior.

#74 I go beyond all previous limits.

#75 The past provided lessons. I springboard from them to new heights.

#76 I am full and overflowing with love and acceptance for all that is.

#77 I am the director of my life.

#78 A new star was formed when I was born. I always remember to sparkle.

#79 I trust my decisions.

#80 I rely on both my intuition and my sharp mind.

#81 Life is here for me to enjoy too. I confidently claim my piece of it.

#82 I move through the day with grace and deep confidence.

#83 I pause before reacting, allowing the real me to respond wisely and with confidence.

#84 Deep within me is the truth of the world. I allow it to rise.

#85 Who better than me to do this?

 



 

#86 There no need for more or to hesitate. I trust what I already know.

#87 I forgive others if they criticize me. They don’t know the dynamo of love within me.

#88 I only seek to impress myself. No one else matters.

#89 I let go of expectations and rules.

#90 Today I completely embrace the person I am and how beautiful it is to be me.

#91 I am exquisite and unique.

#92 I ponder the incredible mystery of my very existence. My life is special.

#93 I am at peace with who I am, and where I am.

#94 Nothing can dampen my spirit today. I am alive.

#95 I am free to be myself, in whatever form that takes in each moment.

#96 There is no good reason why I can’t do anything I set my mind to.

#97 I look into my own eyes and see a powerhouse of strength.

 



 

#98 With each stride, I grow more confident.

#99 Standing tall, head up: I embody the confident, magnetic being that I am.

#100 I act how I want to feel. Confidence comes through my actions.

 

Related Posts:

 

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About The Author

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Home » Quotes » 101 Motivation Affirmations to Keep You Focused

 

101 Motivation Affirmations to Keep You Focused

 

Oct 5, 2020 by Brandon Gaille

 

Here are 101 powerful motivation affirmations to keep you focused each day. You can say these to yourself, or send one to a friend each day to motivate them to have a focused day.

#1 Right now is all I have. I stay focused on what is in front of me.

#2 I embrace the moment. I do not get lost seeking the final destination.

#3 I stay in this moment of time, knowing it holds the fulfillment I seek.

#4 Each day of focused inspiration brings me the life I want to live.

#5 Life is too short not to do this.

#6 The challenging tasks tell me I am doing something important.

#7 My focus here is needed. My work is important.

#8 Pride fills my chest when I think of what I am working towards.

#9 With each challenge overcome, I am becoming an expert in my field.

#10 I am mentally and emotionally strong. I can handle this.

 



 

#11 Everyone stumbles at times, but I can always pick myself back up.

#12 I am fully alive in each moment of my magnificent journey.

#13 I am already doing it. I keep going in whatever way makes sense to me.

#14 Each move I make brings me closer to my values.

#15 I can do this. It’s simply one small task at a time.

#16 I focus on today and what I can do right now.

#17 There is no timeline to life.

#18 This is simpler than my mind might tell me. I pause to gain perspective.

#19 I do what matters today.

#20 I pause, reset, and my focus sharpens.

#21 Time planning is well spent.

#22 I give myself space to succeed.

#23 I manage what is on my plate today. I’m not looking too far ahead.

#24 There is something much bigger than this, embedded in each little action.

 



 

#25 I flow effortlessly between action and relaxation.

#26 I set the pace of my life.

#27 The majority of my time is spent doing what really matters.

#28 I maintain perspective, so I always see the bigger picture.

#29 Small things combine over time to create a masterpiece.

#30 My best work comes from a place of not knowing all the answers.

#31 I make time to achieve my big goals by collecting little moments of effort.

#32 I hone in my focus, and everything else disappears.

#33 Attention comes and goes. I do not force anything to occur.

#34 Today is the start of something brilliant.

#35 I trust myself.

#36 I am poised and ready for the next inspired thought.

#37 I move through this like clouds in the sky, with a seamless, natural rhythm.

 



 

#38 Today can either leave me proud or disappointed. My actions decide.

#39 Taking action makes me feel relief and excitement.

#40 I don’t delay the required tasks. My goals are too important.

#41 Great things take time, patience, and commitment.

#42 Each day I have the gift of reinventing myself.

#43 I enjoy the process unfolding before me.

#44 There is no rush in living life.

#45 My focus is sharp. My mind is ready.

#46 The moments of struggle are what defines my success. I will not quit.

#47 If it were easy, everyone else would have done it.

#48 I take short breaks to relax and refocus.

#49 I allow inspiration to take hold of me.

 



 

#50 I am right in the middle of my success story. It is exciting.

#51 I respect my boundaries and know when to rest.

#52 I have a great balance of work, rest, and play.

#53 I focus now because this is very important to me.

#54 Small, consistent work gets the job done. This is easy.

#55 I am achieving something significant. I won’t stop until the finish line.

#56 There is time for focused attention and time for playful, relaxed inspiration.

#57 Great things come from today’s actions.

#58 Small actions are all I need to take.

#59 There is no end goal but an array of wonderful experiences to have.

#60 I won’t settle for average, so I move through the tough moments.

 



 

#61 I am already doing a lot, and I feel proud.

#62 I respect my downtime. I find inspiration by not doing a thing.

#63 I can’t predict the future, so today, I find my fulfillment in what is.

#64 I live today in alignment with my values.

#65 To live a full life means taking little risks and challenges to fulfill my desires.

#66 I dig deep and get things done.

#67 I have endless imagination and creativity.

#68 I’m never blocked, just refocusing and letting innovation come to me.

#69 I am alive. I feel awake and attentive.

#70 My perspective is everything.

#71 I feel renewed by returning to the present.

#72 My thoughts may wander, but I keep returning to the present task.

#73 I am patient with myself today.

#74 The energy within me grows stronger, and I focus on what’s important.

 



 

#75 The power of inspiration burns within me.

#76 A few deep breaths rebuild my energy and focus.

#77 I am an artist, and this is my masterpiece. I honor it with time and attention.

#78 I visualize what it is I am striving for.

#79 I face what is in front of me with a smile.

#80 These are the moments that make me great.

#81 I reflect on my past successes and visualize my future success.

#82 I can only get to where I want to go one step at a time.

#83 I do not rush or avoid. I simply take each little moment as it is.

#84 Even a small move forward is better than nothing.

#85 I take imperfect action all the time, and then the job is done.

#86 I won’t overthink this.

 



 

#87 I am committed to my values and big dreams.

#88 I am doing something new, and that’s exciting.

#89 I take a step back to examine the bigger picture.

#90 I am making a contribution, and sometimes that takes effort.

#91 People need me and what I bring to the world.

#92 I contribute in unique and creative ways.

#93 I can achieve greatness. It is all contained in my simple, daily actions.

#94 I take the pressure off myself. My drive comes from a deeper place.

#95 Nothing is ever as bad as the mind might think. I start and find relief.

#96 Hiding beneath the list of tasks is my greatest ambition.

#97 There is a reason I am doing this.

#98 It is okay to take a break and replenish my energy. I always come back.

 



 

#99 My expectations are realistic for this work in progress.

#100 Each moment I get closer.

#101 I flow with my inspiration.

 

Related Posts:

 

125 Powerful Morning Affirmations to Start Your Day

 

100 Confidence Affirmations to Boost Self-esteem

 

125 Positive Affirmations for Success and Prosperity

 

100 Powerful Gratitude Affirmations to Fill You with Joy

 

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About The Author

Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

CategoriesQuotesPost navigation

 

The 4 Personalities Explained: Type A vs Type B vs Type C vs Type D

 

Japanese Blood Type Personality Guide: A vs B vs AB vs O

 

BRANDON’S INCREDIBLE STORY

 

From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors

 

RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Slogans

 

Communication

 

Statistics

 

Blog Names

 

Pros and Cons

 

SUCCESS IS A CHOICE

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Apple’s Mission Statement and Vision Statement Explained

 

How Does WhatsApp Make Money: Business Model & Revenue Explained

 

How Does Discord Make Money: Explanation of Business Model

 

Is Mercari Legit and Safe: 15 Tips for Buyers and Sellers

 

NEO PI-R Explained: Neuroticism vs Extraversion vs Openness vs Agreeableness vs Conscientiousness

 

BELIEVE IN YOURSELF

 

Accounting

 

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Featured

 

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26/12/2020, 12:52 - Raman Bharadwaj: Skip to content

 



 

Home » Quotes » 125 Positive Affirmations for Success and Prosperity

 

125 Positive Affirmations for Success and Prosperity

 

Sep 26, 2020 by Brandon Gaille

 

Here are 125 powerful affirmations for success and prosperity for you to say to yourself or give to a friend to start each day.

#1 Nothing and nobody will keep me small. I claim my power from this day forward.

#2 I am allowed to want what I want.

#3 I am a powerful being.

#4 My success is not for the world to determine.

#5 I know no limits.

#6 I was born to lead.

#7 I show others the way to true prosperity.

#8 I must go first and forge ahead. I am my own hero.

#9 The world awaits me.

#10 I am my favorite success story.

#11 I do not rush my success. It is a lifestyle.

#12 Happiness and peaceful fulfillment are available to me now and always.

#13 I am everything I need to be.

#14 My success is unique to me.

 



 

#15 I plant the seeds today, knowing I will reap what I sow.

#16 I am successful now. I am not waiting for anything.

#17 I am bold.

#18 The best investment I make is in myself.

#19 Everything I need and want is already there for me.

#20 My success cannot wait. I am ready now.

#21 I am inspired in unlimited ways to live a prosperous life.

#22 I am what a highly successful person looks like.

#23 Yesterday is forgotten. Today, I renew the zest for my wildest dreams.

#24 Opportunities open to me everywhere I go.

#25 Life chose me for a reason. I make the most of it.

#26 I receive, with no hesitation or conditions.

#27 I give myself full permission to chase my dreams, even if I stand alone.

 



 

#28 Success is mine. Not in a shallow sense, but a deeply rich, prosperous existence.

#29 I really can have it all. Life is to be enjoyed.

#30 Today, I recognize my success.

#31 The past doesn’t limit my future. I can do so much. I am limitless.

#32 I have already done the rehearsals. Today, I perform, at my best.

#33 No excuses. I am not proving anything. I am only worried about myself.

#34 I am made of the same energy as the mighty sun.

#35 My current reality does not limit my ability to envision what I am capable of.

#36 I work towards more than money. I am living my dreams.

#37 I find joy today. This is my secret to prosperity.

 



 

#38 Each day I am aligned with my vision. It brings me happiness.

#39 I am pumped up about all of the exciting opportunities before me.

#40 I take pride in what I do because it reflects who I am.

#41 I don’t compromise on the important stuff. I know I am worthy of the best.

#42 I work to my strengths, and things come easily.

#43 My value is not associated with my successes.

#44 The world is filled with unfathomable beauty, and so is my life.

#45 Self-discovery is the ultimate success.

#46 I find myself in pursuing my values, not in chasing fleeting wins.

#47 I act with integrity, which guarantees prosperity.

#48 Life is too precious to waste chasing status.

#49 My ambitions run deep and have great meaning.

 



 

#50 I purge thoughts that creep into my mind and doubt my ability.

#51 Perceived limitations are not the truth. They are only thoughts.

#52 Life isn’t to be conquered. It is to be lived.

#53 I am excited and open-minded about my future.

#54 My prosperity is measured by love, happiness, and fulfillment.

#55 My life unfolds in the most magical ways.

#56 I trust the process.

#57 I am patient and respect the perfect timing that exists.

#58 The mind plays tricks and would have me doubt my ability. I don’t fall for it.

#59 I take time to water my garden of dreams, knowing it can’t bloom all year.

#60 I am grounded in today while also reaching for my future dreams.

#61 I spend my time on earth well.

 



 

#62 I am here for a reason, and I am important.

#63 Fears are normal, but I always remember they are rarely true.

#64 My positive outlook ensures great outcomes.

#65 I achieve what is important to me, even if it takes time.

#66 The core of my ambitions is happiness. This, I never need to wait for.

#67 Some days I make bold moves. Other days, small, simple actions.

#68 Prosperity is evident in all aspects of my life.

#69 I am rich beyond my wildest dreams.

#70 I am successful right now, not waiting for perfection.

#71 My success and good fortune multiply all the time.

#72 I feel safe in the natural abundance of life.

#73 I am prosperous, without force or extreme effort.

#74 Riches are drawn into my life, like water to a sponge.

 



 

#75 I marvel at the prosperity all around me. I am rich!

#76 Success is not some elusive future. It is in the very actions of today.

#77 Simply being content with who I am is a success. Everything else is a bonus.

#78 I am rare and one of a kind.

#79 I enjoy the finer things in life, with no guilt or hesitation.

#80 I treat myself like royalty and success follows.

#81 I am original.

#82 I appreciate the season of success I am in, including highs and lows.

#83 I sit quietly, and like a magnet, inspiration and good fortune are drawn to me.

#84 I am destined for riches and greatness. It is already written.

#85 I achieve small victories each and every day.

 



 

#86 I add a special element to the world.

#87 My success is ensured, as there are no failures. I can only grow.

#88 I enjoy each moment fulfilling my life’s purpose.

#89 Successful action comes in interesting forms.

#90 Every day, I do at least one thing that aligns me with my higher purpose.

#91 Money comes easily to me.

#92 I forgive any past resistance to money and success. I am ready now.

#93 I am open to receive incredible insights and brilliant ideas.

#94 I keep my focus on my goals, never wondering what others may think.

#95 I live in the magic of today and fully grasp the riches within it.

#96 I remember that I am actually incredible at what I do.

#97 Whatever I focus on, grows.

#98 I choose success. It is that simple.

 



 

#99 The more I appreciate what I have, the more that seems to appear.

#100 Each little action is like polishing a diamond. My beauty is revealed.

#101 I am brave enough to want great things for myself.

#102 I take a stand when others may not.

#103 What I have achieved so far takes admirable strength and courage.

#104 I am sorry I ever doubted my past achievements. I have conquered so much.

#105 I surprise myself again today with the power I have within me.

#106 I contribute to my legacy today.

#107 Courage is always well-rewarded.

#108 I am paid well for my contributions.

#109 I am a genius in my own way. I respect how knowledgable I am.

 



 

#110 Success affords me a balanced lifestyle, brimming with joy.

#111 I am thankful for how money supports me today.

#112 I expect more and more wealth, and so it is.

#113 I am at peace with money, which allows it to flow more freely to me.

#114 I do what I enjoy, and it, in turn, brings immense prosperity.

#115 I will make it, even if the path is different than I thought.

#116 My success is in harmony with the world around me.

#117 I was born to be prosperous.

#118 My life is alive with possibilities.

#119 I take chances to make my dreams possible.

#120 I put all bets on myself, assured of my worth.

#121 My prosperity is not for ego, but much deeper and part of honoring my existence.

#122 I am worthy of great success. There is nothing to doubt.

 



 

#123 I value who I am, and therefore, I pursue my biggest dreams.

#124 I invest in my future by what I do today.

#125 All life is in perfect order. I trust my success is part of this.

 

Related Posts:

 

101 Positive Affirmations for Work and Career Success

 

100 Powerful Money Affirmations for Financial Abundance

 

125 Powerful Morning Affirmations to Start Your Day

 

100 Confidence Affirmations to Boost Self-esteem

 

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About The Author

Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

CategoriesQuotesPost navigation

 

Four Temperaments Explained: Sanguine vs Choleric vs Melancholic vs Phlegmatic Personality Types

 

Eysenck Personality Types Explained: Extraversion vs Neuroticism vs Psychoticism

 

BRANDON’S INCREDIBLE STORY

 

From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors

 

RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Slogans

 

Communication

 

Statistics

 

Blog Names

 

Pros and Cons

 

SUCCESS IS A CHOICE

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Apple’s Mission Statement and Vision Statement Explained

 

How Does WhatsApp Make Money: Business Model & Revenue Explained

 

How Does Discord Make Money: Explanation of Business Model

 

Is Mercari Legit and Safe: 15 Tips for Buyers and Sellers

 

NEO PI-R Explained: Neuroticism vs Extraversion vs Openness vs Agreeableness vs Conscientiousness

 

BELIEVE IN YOURSELF

 

Accounting

 

Blog Names

 

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Business

 

Communication

 

Employees and HR

 

Entrepreneur

 

Featured

 

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General

 

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NEVER GIVE UP

 

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26/12/2020, 12:52 - Raman Bharadwaj: Skip to content

 



 

Home » Quotes » 125 Powerful Morning Affirmations to Start Your Day

 

125 Powerful Morning Affirmations to Start Your Day

 

Sep 14, 2020 by Brandon Gaille

 

Here are 125 powerful morning affirmations for you to say to yourself or give to a friend to start each day.

#1 Today marks a new page in my story.

#2 I find peace in the unpredictable, unfathomable beauty of life.

#3 Today I brighten the world by being myself with no inhibitions.

#4 I release the old and start today renewed.

#5 I let my mind open so I can see all the possibilities before me.

#6 I live today, free from the past and not expectant of the future.

#7 I am a visionary.

#8 I have received the gift of life again. I will not waste my time.

#9 I welcome forgiveness, compassion, and genuine love into my heart today.

#10 I stand tall as I ponder the possibilities available to me today.

#11 Now is perfect; I am not lost in the future or past.

#12 I take imperfect action today, knowing not to wait for the myth of perfection first.

 



 

#13 Here I am. This moment is everything, all in the now.

#14 Each breath fills my body with energy.

#15 I have no limits today.

#16 Today is the best day; I look forward to the good fortune.

#17 I have the gift of starting fresh today.

#18 I let the day flow, and I move effortlessly with it.

#19 Today is my time to feel truly alive.

#20 Each day I expand and learn more.

#21 I am vibrant and alive.

#22 Each moment today is perfect.

#23 Today holds miracles, waiting for me to discover.

#24 Each day I can choose to reinvent myself and my life story.

#25 There is no thought of tomorrow or yesterday; today is where I am, wholeheartedly.

 



 

#26 I throw out the rules and truly live according to the truth in my heart.

#27 Today marks a special occasion: the precious gift of human life.

#28 I am calm and courageous.

#29 I allow good things to happen.

#30 There are opportunities today I can’t even see yet, but I know they are there.

#31 I am an essential part of an even bigger picture.

#32 Love flows in and out of me with ease.

#33 I breathe and let life flow through and uplift me.

#34 I may make plans, but I am also open to new and unexpected, expansive experiences.

#35 I choose a new story for myself today.

#36 I am capable of anything.

#37 Life is presented to me again, and I honor it with every action.

 



 

#38 I ground into the present moment.

#39 I take my time to relax and set a calm, productive pace for my day.

#40 I do not fear challenges as I am to use them as lessons for growth.

#41 I greet today with love in my heart and a spring in my step.

#42 My morning ritual sets the pace for the rest of my day.

#43 I live today, authentically, and not afraid to shine brightly.

#44 I am miraculous.

#45 I am eager to explore this new day.

#46 I take chances.

#47 I trust my inner guidance.

#48 Today is like no other day.

#49 I am alive. What a miraculous and awe-inspiring experience.

#50 I sit quietly in the feeling of aliveness.

#51 Good things happen to me every day.

#52 I see the world through a filter of love and acceptance.

 



 

#53 I know my value.

#54 Like a seedling, I have just burst through the earth, grateful for each ray of light.

#55 I pause to take in all the good things I have in life. I am rich.

#56 There’s no destination to arrive at other than to receive life as it is.

#57 I breathe. I am here, I am me, I am alive. I am.

#58 I cherish each breath that enters my body.

#59 I release all negative patterns and thoughts. Today is a fresh start.

#60 Yesterday cannot hurt me today.

#61 I am free.

#62 I choose happiness.

#63 I forgive the past and live for today.

#64 I am wealthy in many ways.

#65 I love life and appreciate all the little miracles within it.

#66 I am valued and valuable.

#67 Today is my destiny unfolding.

 



 

#68 I am exactly where I am supposed to be.

#69 There is perfect timing for all aspects of my life. I am patient and calm.

#70 I bring even more energy to earth by living my life with authenticity.

#71 My life if vibrant and filled with love.

#72 I appreciate my life.

#73 Today is another beautiful day of human experience, with all of its variants.

#74 I am ready.

#75 Each breath fills me with power.

#76 I am released from past hurts and free to embrace life with love.

#77 My life is a unique, incredible journey.

#78 I hold myself safe, ready to take on the world.

#79 I am powerful.

#80 I am fierce with the power of love within me.

#81 I breathe in new life today and exhale out the old.

 



 

#82 I reward myself with no guilt. I am deserving.

#83 My life reflects my inner happiness.

#84 I am new again today.

#85 Today I am renewed. The past is long forgotten.

#86 I let go of any labels or assumptions of who I am.

#87 Today I start with fresh curiosity.

#88 I am capable of things that even I am yet to discover.

#89 I pace myself; life is no race.

#90 I am my own hero.

#91 Another day, another chance.

#92 I am lucky. I look around at all the good fortune in my life.

#93 I am my first priority. From this place, I support others too.

#94 Strength and courage carry me through the day.

#95 My positive outlook ensures a brighter day.

#96 I rise like the sun.

#97 I look forward, not back, and embrace the day.

 



 

#98 I feel the excitement and possibilities of a new day.

#99 I am content.

#100 A new day brings new adventures. I am ready.

#101 I keep today simple and allow life to flow.

#102 I consider the best interests of all today, letting love guide me.

#103 The joy of living nestles comfortably in my heart.

#104 The sound of birds reminds me of life’s sweet miracles, which I belong to.

#105 I pause to listen and appreciate the morning noises. I am alive.

#106 I am here, and I am important.

#107 Sleep has mended any wounds. I am renewed, and today, I begin fresh.

#108 I notice the little things that bring joy, and it fills my day with ease.

#109 I am incredible, and each day I surprise myself.

#110 I am powerful because I understand my inherent worth.

 



 

#111 I am an expert at the dance of vulnerability and courage.

#112 I am open to new experiences today.

#113 A new day can become a whole new life.

#114 Today is my day. I will not wait any longer.

#115 I rely on myself and those around me. I am supported.

#116 Today is the first day of my new story.

#117 I am wide open and ready to receive all of life’s great gifts.

#118 Today is unwritten; I decide what happens next.

#119 I understand the importance of my life; therefore, today is sacred.

#120 I am at peace; knowing the breath that flows through me brings life.

#121 No matter what today brings, I carry peace in my heart.

#122 I touch the lives of others today by being my authentic self.

 



 

#123 No time is wasted when I come from a place of love and appreciation.

#124 Today I learn and grow.

#125 I have fun as I know life is to enjoy, not a checklist to complete.

 

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Home » Quotes » 200 Motivational Words of Encouragement for a Friend [Affirmations & Quotes]

 

200 Motivational Words of Encouragement for a Friend [Affirmations & Quotes]

 

Sep 11, 2020 by Brandon Gaille

 

Here are 200 motivational words of encouragement for you to share daily with a friend who is struggling or just needs to feel your support.

#1 Nothing is permanent.

#2 By you being you, you have accomplished all you need to.

#3 You are not alone in this, you have friends to lean on.

#4 The soul looks forward, not back.

#5 You put yourself first as an act of self-love.

#6 You follow your heart and it always knows the way.

#7 You let fears fade as you leap forward with a brave heart.

#8 You speak kindly to yourself and honor where you are right now.

#9 You are allowed to rest, you don’t need permission.

#10 You recall all of your past successes and strength.

#11 You smile looking at who you have become, despite challenges.

#12 You make the world a brighter place with your presence.

 

#13 You are so close, the success you seek is just over the horizon.

#14 Life is beautiful in each moment, there is no end destination to reach.

#15 You are already doing it. What more could you ask of yourself?

#16 Achievement isn’t some time in the future, it is right now, as you are.

#17 You are important and worthy of everything good in the world.

#18 You are always loved, with no exceptions.

#19 You are very special to many people.

#20 You know resting is just as important as doing.

#21 You understand you cannot always function at high speed, you take time out to rest.

#22 You are strong and have conquered big challenges before.

#23 There is a grand plan, perfect for you.

#24 You are the captain of the ship. You sail confidently towards your destiny.

 

#25 You are inspiring to others.

#26 You have great ideas and are not afraid to act on them.

#27 You see what others would call failures as proof of your inevitable success.

#28 You are brave.

#29 Your essence comes through in every action you take, when it’s from a place of love.

#30 You are committed to being the best version of yourself.

#31 You are fiercely loving and loyal.

#32 You are fully supported in all your choices and decisions.

#33 You know exactly what to say and what to do when the time comes.

#34 You are like magic, good things seem to just happen around you.

#35 You are loving and loved.

#36 You uphold your values and stay true to yourself.

#37 You have clear boundaries that are always respected.

 



 

#38 Your happiness is your guide to what is right for you.

#39 You are inventive and clever.

#40 You have solved many problems before, with grace, and this is no exception.

#41 You surprise yourself constantly.

#42 You are a great, reliable friend and that is reciprocated to you.

#43 You express how you feel.

#44 You are open and allow yourself to be seen, as you are.

#45 Your authenticity always gets you through, no matter what is happening.

#46 People are drawn to your beautiful inner essence, which radiates from you.

#47 You are memorable and special.

#48 Each day you choose again and start fresh.

#49 You let the wave of life take you effortlessly to where you want to be.

#50 You float freely, knowing all is well and you are in the flow of life.

#51 There is nothing to do, say, or achieve. You are enough as you are.

 

#52 You own who you are, never altering to fit in.

#53 You are awake to the beauty of life.

#54 You let negative thoughts leave your being like an easy outward breath.

#55 You are complete, even on the days you feel broken.

#56 You go with the flow, wisely knowing there is no other way.

#57 Your heart is pure and filled with love.

#58 You tap into the never-ending stream of love and fill yourself up.

#59 No time is wasted, each moment is part of the bigger whole.

#60 You breathe deeply, knowing all is well.

#61 Your deep self-love and respect set the standard for how others treat you.

#62 You move people with your loving words and actions.

 



 

#63 You are generous and that is naturally returned to you.

#64 You let the essence of life permeate your entire being, uplifting you.

#65 You love without fear, for the only truly frightening experience would be life without love.

#66 You are uninhibited and free to forge your own way.

#67 You feel safe in knowing everything works out in the end.

#68 You are safe and protected.

#69 You receive sound advice yet also know to trust yourself above all else.

#70 You are bold and courageous, often.

#71 Your roots are firmly planted. Not even the strongest breeze could uproot your connection.

#72 You are the writer of your life story; you decide what the next chapter is about.

#73 You belong here.

#74 You find easy and enjoyable ways of doing most things.

 



 

#75 You are kept safe in the hearts of those you love you.

#76 You are valued.

#77 You treat each day of life as a precious gift.

#78 You are a gift to the world, on your good days and bad.

#79 You are here for a reason, many reasons.

#80 You allow yourself time to heal and repair.

#81 You see life as an exciting adventure, sometimes not knowing what will come next.

#82 Your positive attitude creates positive experiences.

#83 You welcome and accept help.

#84 Many people believe in you, and you believe in yourself.

#85 You are surrounded by happiness, it is there ready for you.

#86 You display great strength which is fortified by the support you receive.

#87 You are in the midst of your own success story.

 



 

#88 You let yourself cry and laugh, freely.

#89 Your laughter clears the tears like the sun drying the rain.

#90 The simplest moments can be the most profound.

#91 You let love in and it breaks down any walls.

#92 You feel fear sometimes, yet it never stops you.

#93 You are the master of your unique abilities.

#94 You are made of love.

#95 You forgive and are forgiven.

#96 You start a fresh page, whenever you like.

#97 Tomorrow is no longer; you live for today.

#98 You have more skills and talents than you are even aware of.

#99 Others look to you for advice and inspiration.

#100 You are radiant, even on your off days, as it comes from deep within.

 

The Most Famous Encouraging Quotes for Your Friend

 

“Still, I rise.”

Maya Angelou

 



 

“Pain can be endured and defeated only if it is embraced. Denied or feared, it grows.”

Dean Koontz

“It is very important that we do not try to run away from our painful feelings. We can recognize, accept, embrace, and look deeply.”

Thich Nhat Hanh

“Sometimes we can only find our true direction when we let the wind of change carry us.”

Mimi Novic

“Let all your regrets and mistakes become your sails and your rudders, and not your anchors.”

Sotero M. Lopez II

“I wouldn’t be where I am now if I didn’t fail…a lot. The good, the bad, it’s all part of the success equation.”

Mark Cuban

“One of the most courageous decisions you’ll ever make is to finally let go of what is hurting your heart and soul.”

B. Nicole

 



 

“So what if you make mistakes? That’s what it means to be human and that’s how you learn to become better.”

Amy Pendergrass

“If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.”

Martin Luther King Jr.

“Hanging onto resentment is letting someone you despise live rent-free in your head.”

Ann Landers

“Nobody can go back and start a new beginning, but anyone can start today and make a new ending.”

Maria Robinson

“Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired, and success achieved.”

Helen Keller

 



 

“Don’t be distracted by criticism. Remember: the only taste of success some people have is when they take a bite out of you.”

Zig Ziglar

“You yourself, as much as anybody in the entire universe, deserve your love and affection.”

Sharon Salzberg

“If you’re brave enough to say goodbye, life will reward you with a new hello.”

Paulo Coehlo

“Forget what hurt you in the past, but never forget what it taught you.”

Shannon L. Alder

“If you love deeply, you’re going to get hurt badly. But it’s still worth it.”

C.S. Lewis

“Success is not final, failure is not fatal. It is the courage to continue that counts.”

Winston Churchill

 



 

“The person who doesn’t value you is blocking you from the one who will. Let them go.”

Robert Tew

“My wish for you is that you continue. Continue to be who you are, to astonish a mean world with your acts of kindness.”

Maya Angelou

“I don’t want everyone to like me; I should think less of myself if some people did.”

Henry James

“Making a different mistake every day is not only acceptable, it is the definition of progress.”

Robert Brault

“One of the greatest regrets in life is being what others would want you to be, rather than being yourself.”

Shannon L. Alder

“Don’t chase after the people that hurt you, replace them with people that care.”

Kaoru Shinmon

 



 

“You aren’t really being rejected – you’re being redirected.”

Mel Robbins

“If we were meant to stay in one place, we’d have roots instead of feet…”

Rachel Wolchin

“Be who you are and say what you feel because those who mind don’t matter and those who matter don’t mind.”

Dr. Seuss

“Take the first step in faith. You don’t have to see the whole staircase, just take the first step.”

Martin Luther King Jr.

“Mistakes are the usual bridge between inexperience and wisdom.”

Phyllis Theroux

“No matter how much it hurts now, someday you will look back and realize your struggles changed your life for the better.”

Birister Sharma

“Rock bottom became the solid foundation in which I rebuilt my life.”

J.K. Rowling

 



 

“I don’t entirely approve of some of the things I have done, or am, or have been. But I’m me. God knows, I’m me.”

Elizabeth Taylor

“Why should your life be destroyed because of the easy criticism of those who do not know you or care about you?”

Haemin Sunim

“What matters most is how well you walk through the fire.”

Charles Bukowski

“Take chances, make mistakes. That’s how you grow.”

Mary Tyler Moore

“One who makes no mistakes makes nothing.”

Giacomo Casanova

“What lies behind us and what lies before us are tiny matters compared to what lies within us.”

Ralph Waldo Emerson

 



 

“Someone I loved once gave me a box full of darkness. It took me years to understand that this too, was a gift.”

Mary Oliver

“You may be hurt if you love too much, but you will live in misery if you love too little.”

Napoleon Hill

“Out of suffering have emerged the strongest souls; the most massive characters are seared with scars.”

Kahlil Gibran

“The truth is, everyone is going to hurt you. You just got to find the ones worth suffering for.”

Bob Marley

“If I had to live my life again, I’d make the same mistakes, only sooner.”

Tallulah Bankhead

“We must be willing to let go of the life we have planned, so as to accept the life that is waiting for us.”

Joseph Campbell

“Getting over a painful experience is much like crossing monkey bars. You have to let go at some point in order to move forward.”

C.S. Lewis

 



 

“Failure is a great teacher, and, if you are open to it, every mistake has a lesson to offer.”

Oprah Winfrey

“You know you’re in a good place when you no longer are interested in looking back. You prefer to enjoy the journey.”

Karen Salmansohn

“You will never know the power in yourself until someone hurts you badly.”

Daryl G. Weinman

“Sometimes the hardest part of the journey is believing you’re worthy of the trip.”

Glenn Beck

“Turn your wounds into wisdom.”

Oprah Winfrey

“Chances are someone has hurt you really bad and the only way you will be free from the anger is to forgive them.”

James Robor

 



 

“The pain of yesterday is the strength of today.”

Paulo Coelho

“Why let go of yesterday? Because yesterday has already let go of you.”

Steve Maraboli

“Let go of something old that no longer serves you to make room for something new.”

Roy T. Bennett

“Whatever is bringing you down, get rid of it. Because you’ll find that when you’re free…your true self comes out.”

Tina Turner

“In the process of letting go you will lose many things from the past, but you will find yourself.”

Deepak Chopra

“A man’s ultimate freedom lies in a total indifference to the way he is treated.”

Kapil Gupta

“Tell your struggling self, I love you so much.”

Haemin Sunim

 



 

“We need never be ashamed of our tears.”

Charles Dickens

“Only those who dare to fail greatly, can ever achieve greatly.”

Robert F. Kennedy

“The first step to accepting yourself is to stop comparing yourself to others.”

Joe Duncan

“Breathe. Let go. And remind yourself that this very moment is the only one you know you have for sure.”

Oprah Winfrey

“When the going gets tough, put one foot in front of the other and just keep going. Don’t give up.”

Roy T. Bennett

“Our scars make us who we are. Wear them proudly, and move forward.”

Jane Linfoot

“Fall down seven times, stand up eight.”

Japanese Proverb

 



 

“Only people who are capable of loving strongly can also suffer great sorrow, but this same necessity of loving serves to counteract their grief and heals them.”

Leo Tolstoy

“I can be changed by what happens to me. But I refuse to be reduced by it.”

Maya Angelou

“So go ahead and make mistakes. Make all you can. Because that’s where you will find success. On the far side of failure.”

Thomas J. Watson, Sr.

“The most difficult aspect of moving on is accepting that the other person already did.”

Faraaz Kazi

“Love means exposing yourself to the pains of being hurt, deeply hurt by someone you trust.”

Renita Weems

“Forget mistakes. Forget failures. Forget everything except what you are going to do right now, and do it. Today is your lucky day.”

Will Durant

 



 

“You can never cross the ocean unless you have the courage to lose sight of the shore.”

Christopher Columbus

“Life moves forward. The old leaves wither, die and fall away, and the new growth extends forward into the light.”

Bryant McGill

“You need to give yourself permission to be human.”

Joyce Brothers

“Never to suffer would never to have been blessed.”

Edgar Allan Poe

“Each life is made up of mistakes and learning, waiting and growing, practicing patience and being persistent.”

Billy Graham

 

Encouraging Bible Verses for Your Friend

 

Proverbs 23:18

Surely there is a future, and your hope will not be cut off.

 



 

Isaiah 41:10

Fear not, for I am with you; be not dismayed, for I am your God; I will strengthen you, I will help you, I will uphold you with my righteous right hand.

Psalm 62:5

For God alone, O my soul, wait in silence, for my hope is from him.

Romans 8:28

And we know that for those who love God all things work together for good, for those who are called according to his purpose.

Job 11:18

And you will feel secure, because there is hope; you will look around and take your rest in security.

Luke 1:37

For nothing will be impossible with God.

Psalm 71:5

For you, O Lord, are my hope, my trust, O Lord, from my youth.

 



 

Proverbs 24:14

Know that wisdom is such to your soul; if you find it, there will be a future, and your hope will not be cut off.

Jeremiah 29:11

For I know the plans I have for you, declares the Lord, plans for welfare and not for evil, to give you a future and a hope.

Matthew 11:28

Come to me, all who labor and are heavy laden, and I will give you rest.

Romans 12:12

Rejoice in hope, be patient in tribulation, be constant in prayer.

Psalm 147:11

But the Lord takes pleasure in those who fear him, in those who hope in his steadfast love.

Romans 5:2

Through him we have also obtained access by faith into this grace in which we stand, and we rejoice in hope of the glory of God.

 



 

Deuteronomy 31:6

Be strong and courageous. Do not fear or be in dread of them, for it is the Lord your God who goes with you. He will not leave you or forsake you.

Romans 8:25

But if we hope for what we do not see, we wait for it with patience.

1 Thessalonians 5:8

But since we belong to the day, let us be sober, having put on the breastplate of faith and love, and for a helmet the hope of salvation.

Psalm 31:24

Be strong, and let your heart take courage, all you who wait for the Lord!

2 Corinthians 5:17

Therefore, if anyone is in Christ, he is a new creation. The old has passed away; behold, the new has come.

Proverbs 10:28

The hope of the righteous brings joy, but the expectation of the wicked will perish.

 



 

Psalm 119:114

You are my hiding place and my shield; I hope in your word.

Romans 15:13

May the God of hope fill you with all joy and peace in believing, so that by the power of the Holy Spirit you may abound in hope.

Lamentations 3:24

“The Lord is my portion,” says my soul, “therefore I will hope in him.”

Hebrews 11:1

Now faith is the assurance of things hoped for, the conviction of things not seen.

2 Timothy 1:7

For God gave us a spirit not of fear but of power and love and self-control.

Psalm 25:5

Lead me in your truth and teach me, for you are the God of my salvation; for you I wait all the day long.

 

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101 Positive I Am Worthy Affirmations

 

125 Wonderful Words of Encouragement for Students…

 

125 Meaningful Words of Encouragement for Hard Times…

 

100 Uplifting Words of Encouragement for My Daughter…

 



 

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Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 

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RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

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Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

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Home » Quotes » 100 Inspiring Words of Encouragement for My Son [Affirmations & Quotes]

 

100 Inspiring Words of Encouragement for My Son [Affirmations & Quotes]

 

Sep 8, 2020 by Brandon Gaille

 

Here are 100 inspiring words of encouragement to give your son each day to support him as he experiences the journey of life.

#1 You have help and support around you, always.

#2 You have the love you seek within you already.

#3 Each day you become an even greater man.

#4 You are important.

#5 No stereotype on how to be a man is accurate. You simply be yourself.

#6 You are doing better than you think.

#7 You don’t need to do it all yourself.

#8 The world needs you in it.

#9 You take your time to become the man you are destined to be.

#10 The more you are yourself, the more people want to get to know you.

#11 You have nothing to prove. You are worthy simply because you are you.

#12 You are not afraid to let yourself cry. It heals the pain.

#13 You are intelligent and creative.

 



 

#14 You release the past, always looking forward to your bright future.

#15 You are gentle yet also show great strength and stability.

#16 You are strong in many ways.

#17 You are gentle with yourself, as you know you are continuously growing.

#18 You are your own person: individual and adored.

#19 You step forward towards your dreams, never looking back.

#20 You give yourself space and time to know what to do next.

#21 You show respect for yourself with every action you take.

#22 Nothing, and nobody, can affect your inner peace.

#23 You do your own thing, never looking around to compare.

#24 You know your worth.

#25 You believe in yourself, and others believe in you.

#26 You embrace who you are, in every aspect.

 



 

#27 You never let others down. You are true to your word.

#28 You go after your dreams, no matter how long the process takes.

#29 You are loved for who you are.

#30 You are appreciated.

#31 You are becoming the man you are destined to be with each challenge you face.

#32 You love your body and take great care of it.

#33 Be yourself. There is no other just like you.

#34 Each day you build upon your destiny.

#35 You are brave, even when you don’t feel like it.

#36 You try new things.

#37 You have fear, but do it anyways with courage.

#38 You are kind, caring, and considerate.

#39 Gentleness, not harshness or brutality, makes a man great.

#40 You know when to say no.

 



 

#41 You ask for help when you need it, without hesitation.

#42 You are you. There is no comparison.

#43 You do it your way, in your own time.

#44 You have good role models who inspire you on your unique journey.

#45 You always find your way. You are never truly lost.

#46 The greatest growth can be born out of the darkest days.

#47 Keep going. This is just a moment in a much bigger journey.

#48 You are in charge of your destiny.

#49 You have no regret because you pursue your dreams.

#50 You know it is okay to stop and rest sometimes.

#51 Bad days don’t last forever. You know this will pass.

#52 There is immense strength in your ability to be open and vulnerable with others.

#53 You remain open and ready to learn something new.

 



 

#54 You are strong in your sense of self.

#55 Others may change, without thought, to fit in, but not you. You are authentic.

#56 You attract in more love by loving yourself, fully.

#57 You love each aspect of yourself and your body.

#58 Even while you are a work in progress and still developing, you love who you are.

#59 You are allowed to make mistakes. It proves you are transforming.

#60 Others may do things differently, yet you know your way is just perfect.

#61 You respect others and gain respect in return.

#62 It hurts when things don’t work out as hoped. You trust there is a better path.

#63 You do not compete. Your worth is far greater than any award or medal.

 



 

#64 You allow your unique journey to unfold, knowing you cannot see all the details yet.

#65 You are proud of the person you are.

#66 You know when to let something go for your own wellbeing.

#67 You cannot fail. You simply learn and grow, supported the whole way.

#68 You lead the way and trust yourself fully.

#69 You are much more capable than you give yourself credit for.

#70 You are well-loved, supported, and never alone.

 

The Most Famous Encouraging Quotes for Your Son

 

“It is not the size of a man but the size of his heart that matters.”

Evander Holyfield

“The harder the battle, the sweeter the victory.”

Eugene Wright

“Go the extra mile. It’s never crowded there.”

Dr. Wayne D. Dyer

 



 

“You’re never a loser until you quit trying.”

Mike Ditka

“A champion is someone who gets up when he can’t.”

Jack Dempsey

“The best way out is always through.”

Robert Frost

“Don’t stay in bed unless you can make money in bed.”

George Burns

“Sometimes you win, sometimes you learn.”

John C. Maxwell

“And above all things, never think that you’re not good enough yourself. A man should never think that.”

Isaac Asimov

“Everything is hard before it is easy.”

Johann Wolfgang von Goethe

“You miss 100 percent of the shots you don’t take.”

Wayne Gretzky

“Be so good they can’t ignore you.”

Steve Martin

 



 

“Dreams don’t work unless you do.”

John C. Maxwell

“If you have everything under control, you’re not moving fast enough.”

Mario Andretti

“All progress takes place outside the comfort zone.”

Michael John Bobak

“If you can dream it, you can do it.”

Walt Disney

“When the going gets tough, the tough get going.”

Joe Kennedy

“Turn your wounds into wisdom.”

Oprah Winfrey

“If your dreams don’t scare you, they are too small.”

Richard Branson

“I don’t do drugs. I am drugs.”

Salvador Dali

 

Encouraging Bible Verses for Your Son

 

Joshua 1:9

Have I not commanded you? Be strong and courageous. Do not be frightened, and do not be dismayed, for the Lord your God is with you wherever you go.

 



 

Proverbs 27:17

Iron sharpens iron, and one man sharpens another.

Psalm 37:5

Commit your way to the LORD; trust in him, and he will act.

1 Corinthians 16:13

Be watchful, stand firm in the faith, act like men, be strong.

2 Chronicles 15:7

But as for you, be strong and do not give up, for your work will be rewarded.

Proverbs 20:7

The righteous who walks in his integrity — blessed are his children after him!

Proverbs 24:16

For though the righteous fall seven times, they rise again, but the wicked stumble when calamity strikes.

Philippians 4:13

I can do all things through him who strengthens me.

 



 

Psalm 118:13-14

I was pushed back and about to fall, but the Lord helped me. The Lord is my strength and my defense; he has become my salvation.

Philippians 4:6-7

Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus.

 

Related Posts:

 

125 Powerful Words of Encouragement for a Teenager…

 

100 Uplifting Words of Encouragement for My Daughter…

 

100 Powerful Money Affirmations for Financial Abundance

 

101 Positive I Am Worthy Affirmations

 



 

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Home » Quotes » 101 Positive I Am Worthy Affirmations

 

101 Positive I Am Worthy Affirmations

 

Sep 5, 2020 by Brandon Gaille

 

Here are 101 positive affirmations for you to say to yourself or to give a friend each day to help block negative thoughts and express that you are indeed worthy.

#1 I expect only the best for myself.

#2 I am worthy, precisely as I am.

#3 Past mistakes mean nothing. I still am, and always have been, worthy and valuable.

#4 I hold great power because I know my worth.

#5 I forgive myself for any previous doubt I held about my worth.

#6 My birthright is an immense power matched with a generous heart.

#7 I have healthy boundaries.

#8 I am valuable, and there is no need for external validation.

#9 Nothing can sway my self-confidence. I know who I am.

#10 Like an eagle, I glide through the skies: proud, regal, and peaceful.

#11 I was granted worthiness the day I was born. Nobody can take that.

#12 I look into my own eyes and understand the immeasurable value of a human soul.

 



 

#13 I let love mend the wounds that made me forget my true worth.

#14 I forgive myself for the times I misunderstood how valuable I really am.

#15 I never wait for others to provide approval of me. I am worthy as I am.

#16 I let the world see me: glorious and imperfect.

#17 It is an honor to be me. I do not wish to be any other.

#18 I have boundaries that remind others I value myself.

#19 There is nothing to prove.

#20 I accept help, gifts and acts of love.

#21 I say “yes” to things that feel good to me. I am allowed to enjoy life.

#22 I feel comfortable in my skin, right now, and precisely how I am.

#23 I treat myself regularly to whatever brings me joy.

#24 My being is perfect; I release any old thoughts that ever doubted this.

 



 

#25 I am bravely myself at all times.

#26 My boundaries with others are an act of self-love.

#27 I am worthy of happiness and peace.

#28 My worth is not quantifiable.

#29 I say “no” when that is right for me. I value myself.

#30 I forgive others who have doubted me. My worth never needed their validation.

#31 I may change in ways over time, yet my worth always remains the same.

#32 I listen to myself and value who I am.

#33 There is nobody else just like me. I let the world see my unique soul.

#34 I value myself, and others value me too.

#35 I do not hide who I truly am.

#36 I am proud of being me.

#37 I am strong and well supported. I allow others to show their love for me.

 



 

#38 I love and respect my body.

#39 I never doubt my worthiness, for I know it is my birthright.

#40 I clear shame and conditioning from others, and past experiences, to reveal my pure radiance.

#41 I am who I am. It is magnificent.

#42 I proudly declare myself to the world.

#43 I am one of a kind.

#44 I never dull my shine. I shine bright for all to see.

#45 I am seen. There is nothing more beautiful than a genuine soul.

#46 Fear has diminished as I now know my worth. It was always there.

#47 I believe in myself. I am capable and worthy of greatness.

#48 I accept good things that come my way.

#49 I am worthy of an exceptional life.

#50 I am worthy of great, unconditional love and blissful relationships.

 



 

#51 I do not need to prove my worth to others.

#52 I release those from my life who do not value me as I deserve.

#53 I make decisions that respect my worth.

#54 I make valuable contributions to the world.

#55 The world is a better place because I am here.

#56 I am well respected by others as I cherish and value myself.

#57 I appreciate all I receive, great and small, knowing I am more than deserving.

#58 I receive love openly.

#59 My strong inner worthiness opens my heart to unlimited love.

#60 I do not settle for second-best. I am worth more than that.

#61 I believe the positive things others say about me.

#62 I reflect on past accomplishments proudly.

 



 

#63 I have the resources, skills, and experience, matched by love and support.

#64 I am loved, needed, and a part of a bigger whole.

#65 My existence is a valuable contribution to the world.

#66 I make people smile.

#67 I bring humor, happiness, and endless love to this universe.

#68 My authenticity makes me special and unique; it is simply who I am.

#69 No matter what has come before, I am worthy. Nothing could ever change that.

#70 I share my wisdom with the world.

#71 I am knowledgeable and clever. I make valuable contributions.

#72 I provide great love and nurturing and experience the same in return.

#73 My unique soul is an expression of great beauty.

#74 My presence is sacred and felt by others.

 



 

#75 I am fun and playful.

#76 I choose love.

#77 I love myself unconditionally — all versions of me, past and present.

#78 I am worthy to receive life, and my very existence is proof of that.

#79 I am worthy of respect.

#80 I am happy and know I deserve that.

#81 I am surrounded by good friends who understand my worth.

#82 I am worthy of fair treatment and will not tolerate any less.

#83 I deserve and accept lavish experiences.

#84 I look within for my sense of self-worth, not to other’s limited opinions.

#85 I am worthy of a beautiful relationship.

#86 Self-love gives me serenity.

#87 I am who I am, and I am at peace with that.

#88 I walk through today quietly strong, deeply knowing my intrinsic worth.

 



 

#89 I am worthy of warmth, love, and support from others.

#90 I accept acts of kindness, as I know I am deserving.

#91 I have values and beliefs which are just as important as everyone else’s.

#92 I nourish my body with good food and ample rest.

#93 I fill up my heart with love, with ease.

#94 I allow myself to love and be loved, as this is what I deserve.

#95 I regard myself as the most precious, rare gem.

#96 Excitement and adventure are part of my human experience.

#97 I deserve a great life and will not settle for less.

#98 My fulfillment is vital, and I always work towards my big dreams and goals.

#99 I deserve to be pampered and showered in love and happiness.

#100 I am worthy of great knowledge. I am always open to learning and expansion.

 



 

#101 I allow myself to experience pleasure and enjoyment.

 

Related Posts:

 

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100 Uplifting Words of Encouragement for My Daughter…

 

101 Positive Affirmations for Anxiety and Stress Relief

 

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Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

CategoriesQuotesPost navigation

 

100 Uplifting Words of Encouragement for My Daughter [Affirmations & Quotes]

 

The 6 Male Personalities: Alpha vs Beta vs Gamma vs Omega vs Delta vs Sigma

 

BRANDON’S INCREDIBLE STORY

 

From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors

 

RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

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A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Slogans

 

Communication

 

Statistics

 

Blog Names

 

Pros and Cons

 

SUCCESS IS A CHOICE

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Apple’s Mission Statement and Vision Statement Explained

 

How Does WhatsApp Make Money: Business Model & Revenue Explained

 

How Does Discord Make Money: Explanation of Business Model

 

Is Mercari Legit and Safe: 15 Tips for Buyers and Sellers

 

NEO PI-R Explained: Neuroticism vs Extraversion vs Openness vs Agreeableness vs Conscientiousness

 

BELIEVE IN YOURSELF

 

Accounting

 

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Home » Quotes » 100 Uplifting Words of Encouragement for My Daughter [Affirmations & Quotes]

 

100 Uplifting Words of Encouragement for My Daughter [Affirmations & Quotes]

 

Sep 5, 2020 by Brandon Gaille

 

Here are 100 uplifting words of encouragement to give your daughter every day to build her up as she faces the challenges of life.

#1 You know what real beauty looks like: imperfect, unapologetic authenticity.

#2 You set yourself free and let the world see the real you.

#3 You are treated like a queen, as you should be.

#4 You are growing into an incredible woman.

#5 You find yourself more and more through each hurdle.

#6 You love your body, just the way it is.

#7 You forge your own way, the path of your unique destiny.

#8 You are who you are, perfect and whole.

#9 You honor who you are and don’t change for anyone.

#10 A girl becoming a woman is a significant and powerful process.

#11 An integral part of womanhood is knowing your worth.

 



 

#12 Choose what is in your heart; no one knows you better than you.

#13 Each day you step forward on your journey of womanhood.

#14 Your inner light sparkles and illuminates your true beauty.

#15 Each decision you make is perfect. You know what is best.

#16 Each little step is worth a celebration.

#17 It is you who sets the pace for your future, nobody else.

#18 Not every day is easy being you, and that is okay.

#19 Nothing is forever; you can choose and choose again.

#20 Only you can discover the path made just for you.

#21 People listen when you speak your truth.

#22 The exterior can change, but it is what is inside that creates true beauty.

#23 The only person you want to impress is yourself.

 



 

#24 There is nothing more breathtakingly beautiful than a girl who knows who she is.

#25 When you express yourself authentically, it is always well received.

#26 Women are not defined by any outside standards. They make their own rules.

#27 You hold the power of all the women who came before you, within you.

#28 You connect to others with authenticity, and the same is returned to you.

#29 You look in the mirror and smile. It is you.

#30 You are becoming more of the woman you were made to be each day.

#31 You are a strong, powerful woman.

#32 You know you are strong, capable, and worthy.

 



 

#33 Your confidence comes from knowing who you are.

#34 You let others’ opinions fade into the background and disappear.

#35 You rely on yourself as you are more than capable.

#36 You are radiant and light up the room.

#37 You let your passions erupt, uninhibited from deep within your core.

#38 You are a flower. Not to be picked and admired, but to grow wildly and gloriously.

#39 You are intelligent, yet also know to listen to your heart.

#40 Your values are strong and can’t be swayed by external influences.

#41 You know you are worthy of the most incredible life.

#42 You create your own story, unique and like no other.

#43 You take risks, and that is how you keep growing.

#44 You have rock-solid boundaries that allow for safe, loving relationships.

 



 

#45 You are loved and supported. There is nothing that can change that.

#46 You dance with life, taking small risks, and seeing huge growth.

#47 Your success does not have a deadline. It is a lifelong process.

#48 You lead the way for other girls to feel free, just as they are.

#49 You show compassion at times when others wouldn’t.

#50 You are okay with not knowing all the answers.

#51 You turn struggles into your power.

#52 You can hold your own, knowing you are also well supported by those around you.

#53 You show integrity by standing up for what is right for you.

#54 You only allow those who understand your worth to be part of your life.

#55 You are allowed to change your mind.

 



 

#56 You know you have nothing to prove. You are simply you.

#57 You make good decisions based on what you know now. It’s okay if it changes.

#58 You are successful simply by being; you have nothing to prove.

#59 You allow new challenges to support your growth.

#60 You stand triumphantly in your power.

#61 You give yourself time to grow and develop.

#62 You easily express how you feel.

#63 You are respected because you respect and love yourself, unconditionally.

#64 You cannot fail; you simply grow.

#65 Your worth is inherent and not measured by external successes.

#66 You are a girl becoming a woman, beautifully unfolding each day.

#67 You do not wait for permission from anyone to be who you are.

 



 

#68 You have your own mind and are not afraid to speak it.

#69 You release any old doubts and claim your confident womanhood.

#70 Your joy gives you clues to what is right for you.

 

The Most Famous Encouraging Quotes for Your Daughter

 

“Think like a queen. A queen is not afraid to fail. Failure is another stepping stone to greatness.”

Oprah Winfrey

“I say if I’m beautiful. I say if I’m strong. You will not determine my story – I will.”

Amy Schumer

“Happiness and confidence are the prettiest things you can wear.”

Taylor Swift

“Wanting to be someone else is a waste of the person you are.”

Marilyn Monroe

“You are beautiful in every single way. Words can’t bring you down.”

Christina Aguilera

“Tall, thin, curvy, short – whatever you are, you are beautiful.”

Demi Lovato

 



 

“Be that strong girl that everyone knew would make it through the worst, be that fearless girl, the one who would dare to do anything, be that independent girl who didn’t need a man; be that girl who never backed down.”

Taylor Swift

“Stay true to yourself. An original is worth more than a copy.”

Suzy Kassem

“The woman who follows the crowd will usually go no further than the crowd. The woman who walks alone is likely to find herself in places no one has ever been before.”

Albert Einstein

“To fall in love with yourself is the first secret to happiness.”

Robert Morley

“Some women choose to follow men, and some choose to follow their dreams. If you’re wondering which way to go, remember that your career will never wake up and tell you that it doesn’t love you anymore.”

Lady Gaga

 



 

“Do you want to meet the love of your life? Look in the mirror.”

Byron Katie

“If you want something said, ask a man; if you want something done, ask a woman.”

Margaret Thatcher

“She was powerful not because she wasn’t scared but because she went on so strongly, despite the fear.”

Atticus

“I am beginning to measure myself in strength, not pounds. Sometimes in smiles.”

Laurie Halse Anderson

“Women are like teabags. We don’t know our true strength until we are in hot water.”

Eleanor Roosevelt

“You are not your mistakes; they are what you did, not who you are.”

Lisa Lieberman-Wang

 



 

“Lighten up on yourself. No one is perfect. Gently accept your humanness.”

Deborah Day

“Don’t compare your chapter 1 to someone else’s chapter 20.”

Tom Bilyeu

“You have to believe in yourself when no one else does – that makes you a winner right here.”

Venus Williams

 

Encouraging Bible Verses for Your Daughter

 

1 Corinthians 13:13

So now faith, hope, and love abide, these three; but the greatest of these is love.

1 Corinthians 13:4-7

Love is patient and kind; love does not envy or boast; it is not arrogant or rude. It does not insist on its own way; it is not irritable or resentful; it does not rejoice at wrongdoing, but rejoices with the truth. Love bears all things, believes all things, hopes all things, endures all things.

 



 

Psalm 46:1

God is our refuge and strength, a very present help in trouble.

1 Peter 3:4

You should be known for the beauty that comes from within, the unfading beauty of a gentle and quiet spirit, which is so precious to God.

Proverbs 31:25

She is clothed with strength and dignity; she can laugh at the days to come.

Proverbs 31:26

She opens her mouth with wisdom, and the teaching of kindness is on her tongue.

Philippians 1:2-3

Grace and peace to you from God our Father and the Lord Jesus Christ. I thank my God every time I remember you.

Psalm 139:13

For you formed my inward parts; you knitted me together in my mother’s womb.

 



 

Numbers 6:24-26

The Lord bless you and keep you; the Lord make his face to shine upon you and be gracious to you; the Lord lift up his countenance upon you and give you peace.

Proverbs 31:30-31

Charm is deceitful, and beauty is vain, but a woman who fears the Lord is to be praised. Give her of the fruit of her hands, and let her works praise her in the gates.

 

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100 Inspiring Words of Encouragement for My Son…

 

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About The Author

Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

CategoriesQuotesPost navigation

 

The Art of Seduction Speed Summary (3 Minutes): 15 Quick Takeaways

 

101 Positive I Am Worthy Affirmations

 

BRANDON’S INCREDIBLE STORY

 

From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors

 

RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

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A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Slogans

 

Communication

 

Statistics

 

Blog Names

 

Pros and Cons

 

SUCCESS IS A CHOICE

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

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BELIEVE IN YOURSELF

 

Accounting

 

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Featured

 

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Home » Quotes » 125 Powerful Words of Encouragement for a Teenager [Affirmations & Quotes]

 

125 Powerful Words of Encouragement for a Teenager [Affirmations & Quotes]

 

Sep 2, 2020 by Brandon Gaille

 

Here are 125 powerful words of encouragement to give a teenager every day to support him or her as they go through their formative years.

 

#1 You look within, not around you, to decide what to do.

#2 You never hide the real you.

#3 You are strong and capable.

#4 You know who you are.

#5 You care for and nurture yourself.

#6 You grow and develop more into who you are destined to be each day.

#7 You are perfection, and also a work in progress.

#8 You know past mistakes mean nothing about your bright future.

#9 You always start fresh each day, yesterday’s worries wiped clean.

#10 The clouds of doubt drift away from your brilliant mind.

#11 You have strong boundaries and healthy relationships.

#12 No relationship comes before the one you have with yourself.

#13 Others’ opinions are insignificant: you know who you are.

#14 You are seen.

#15 You hold the torch which lights your path, nobody else’s.

#16 You accept challenges with grace.

#17 You know there is no competition, only you growing in your own perfect timing.

#18 You let your big heart and inner knowing lead the way, it never lets you down.

#19 You are free to change your mind about things as you learn more.

#20 You are well equipped with your open mind and heart.

#21 You love your body for it houses your soul.

#22 You change and adapt.

#23 You take time to pause and just be.

#24 You value yourself.

#25 You know when it’s time to rest and be nurtured.

#26 You are beautifully interdependent.

#27 You take up as much space as you need. You are important.

#28 You trust the process.

#29 You accomplish what you want and it is at your pace.

#30 You know what is best for you, even when it seems unclear at first.

#31 You trust yourself to make wise choices.

#32 You have fallen at times yet know that is the sign of genuine growth.

#33 You are never defeated, only resting before your next try.

#34 You are your true self and it is magnificent.

#35 You found the secret to life: be your true self.

#36 You go your own way, finding what is best for you.

#37 You put the comparisons away so people can meet the real you.

#38 You can make mistakes yet still love yourself unconditionally.

#39 You know you are growing into the best version of yourself.

#40 You know bad days aren’t forever.

#41 You allow yourself to feel low sometimes, knowing it is only temporary.

#42 You love yourself enough to forgive the past.

#43 Past poisonous words said to yourself are dissolved by self-love.

#44 You are gentle with yourself as you grow.

#45 You know you are on the path, each step perfect and part of the journey.

#46 Sometimes thoughts run wild, so you let them go and it sets you free.

#47 You are a unique creation.

#48 You ask for help when you need it.

#49 You are not broken, you are a uniquely crafted masterpiece.

#50 You are enough and there is nothing to prove.

#51 You are learning and know it’s okay to feel uncertain.

#52 You acknowledge it’s normal to sometimes feel uneasy about things.

#53 You know growing sometimes feels uncomfortable.

#54 You make brave decisions and back yourself.

#55 You stand up for what you believe in, even if you stand alone.

#56 You never abandon yourself.

#57 You know your worth.

#58 You unfold and expand at your own pace.

#59 You are special and not an imitation.

#60 You receive kind advice, yet know you are the one who knows best about you.

#61 There are no bad decisions, simply different steps along the journey.

#62 You are free and safe, always.

#63 You are allowed to simply be, just as you are.

#64 You trust your own instincts.

#65 You allow yourself to receive love and support.

#66 You breathe and relax, knowing all is well.

#67 You let your worries drift away with each deep breath.

#68 You give yourself space to process big emotions.

#69 You allow yourself to retreat sometimes.

#70 You are all of yourself and well-loved because of that.

#71 You allow others to truly see you.

#72 Your authenticity allows others to be authentic.

#73 You go first, leading the way for the rest.

#74 You stand tall.

#75 You are proud to be you.

#76 You have unlimited potential, no matter what has come before.

#77 You let love fill any empty spaces.

#78 You put aside other’s expectations, only you know what you really want.

#79 You shine beautifully simply by being you.

#80 You release past failures, with love.

#81 You respect yourself and your body.

#82 You honor life by living yours with love.

#83 You are shown courtesy and respect by others, and do the same in return.

#84 You say sorry and allow yourself to be forgiven.

#85 You love yourself and are always worth the effort.

#86 You treat yourself with respect, demonstrating to others how to treat you.

#87 You never put others before yourself, no matter who they are.

#88 You are well-loved by those around you, for who you are.

#89 There is nothing expected of you other than to let who you really are emerge.

#90 Everything is unfolding as it should.

#91 You let go of any demands on you. All things happen at their own pace.

#92 You know you are successful, it is only a matter of time.

#93 You are strong but also open and soft.

#94 You know you are deeply loved and seen by those who care about you.

#95 You are always you, no person or situation changes that.

#96 Your unrelenting self-love paves the way for loving relationships to greet you.

#97 You stand on your own, yet know you will always be caught should you fall.

#98 You are allowed to, and supposed to be, happy and filled with joy.

#99 It is your time and you do it your way.

#100 You are individual and unique, and would never hide that.

 

The Most Famous Encouraging Quotes for Teenagers

 

“If you hear a voice within you say ‘you cannot paint,’ then by all means paint, and that voice will be silenced.”

Vincent van Gogh

“Rock bottom became the solid foundation on which I rebuilt my life.”

J.K. Rowling

“Only those who dare to fail greatly, can ever achieve greatly.”

Robert F. Kennedy

“Sometimes carrying on, just carrying on, is the superhuman achievement.”

Albert Camus

“If you have to prove your worth to someone they are the wrong person for you.”

Sonya Parker

“If you’re going through hell, keep going.”

Winston Churchill

“We will either find a way, or make one.”

Anibal Barca

“The truth will set you free, but first it will piss you off.”

Gloria Steinem

“Turn your wounds into wisdom.”

Oprah Winfrey

“Never cease chiseling your own statue.”

Plotinus

“Every strike brings me closer to the next home run.”

Babe Ruth

“If your heart is broken, make art with the pieces.”

Shane Koyczan

“Fall seven times, stand up eight.”

Japanese Proverb

“I can be changed by what happens to me. But I refuse to be reduced by it.”

Maya Angelou

“That which does not kill us makes us stronger.”

Friedrich Nietzsche

“You may have to fight a battle more than once to win it.”

Margaret Thatcher

“My barn having burned down, I can now see the moon.”

Mizuta Masahide

 



 

“It is hard to fail, but it is worse never to have tried to succeed.”

Theodore Roosevelt

“You can’t stop the waves, but you can learn to surf.”

Jon Kabat-Zinn

“Never bend your head. Always hold it high. Look the world straight in the face.”

Helen Keller

 

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Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

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Home » Quotes » 125 Meaningful Words of Encouragement for Hard Times [Affirmations & Quotes]

 

125 Meaningful Words of Encouragement for Hard Times [Affirmations & Quotes]

 

Aug 30, 2020 by Brandon Gaille

 

Here are 125 meaningful words of encouragement to support a loved one daily who is going through a difficult time.

#1 Hard times are a given in life, but so too are their end. This will pass.

#2 You are well versed in life’s challenges. You know they do not last forever.

#3 You are a warrior.

#4 You have plenty of fight left within you.

#5 You are at peace with what is; it makes the hard times less challenging.

#6 A pause to catch your breath is a sensible decision.

#7 You are unstoppable. You ride out the hard times and into better days.

#8 Your life force is constant, even when you feel exhausted; it is there.

#9 You balance self-care and conscious action in the face of difficult times.

#10 You replenish yourself with self-loving activities.

 



 

#11 You are deserving of a break when times are hard.

#12 You acknowledge all that supports you on these tough days.

#13 Heavy days are made lighter when you accept help from others.

#14 You are grateful for the people and places that support you right now.

#15 Although it feels hard, you know this is part of the wondrous experience called life.

#16 You breathe, and therefore, all is ultimately well.

#17 You manage to see peace, even in the most uncomfortable external circumstances.

#18 You take each day as it comes.

#19 You stay in the present, where fanciful future worries have no power over you.

#20 In the present moment, you catch glimmers of relief and peace.

#21 You are not alone. You share this human experience with many, many others.

 



 

#22 You find solace in nature.

#23 You don’t shy away from the hard emotions. They are valid and deserve expression.

#24 You are breaking through, even when it doesn’t feel like it.

#25 You let each challenge fuel your growth.

#26 You accept that hard days come, but they also go.

#27 You are a powerful warrior; this cannot defeat you.

#28 You fall apart to be rebuilt, stronger, and better.

#29 Past victories remind you that you will be okay.

#30 You allow yourself to be taken care of, just as you care for others.

#31 You have carried a lot; now, you put the burdens down.

#32 Sometimes it feels worse before it gets better. It always gets better.

#33 You are capable of getting through anything, even this.

 



 

#34 You take one small step at a time towards brighter days.

#35 You love yourself through the hard times.

#36 You receive love and support when you need it.

#37 You discover more about yourself with each challenge.

#38 You are allowed to take time for yourself on tough days.

#39 You look for the rainbow after the rain.

#40 You have been through hard times before. You know your way through.

#41 You navigate your way through the storm, trusting your inner compass.

#42 You have an endless well of strength within you.

#43 You surprise yourself with your resilience in the face of challenges.

#44 You use the hard times to accelerate your growth.

#45 You let each breath release your burdens a little more.

 



 

#46 You didn’t know your power until now.

#47 You let love from others light up your heart on dark days.

#48 You accept that the hard times make the good in life even more special.

#49 Grand transformation comes from the darkest of days.

#50 You let the darkness in, as you need it to appreciate the light.

#51 You are allowed to be both afraid and brave.

#52 You let the hard times strengthen you, making you deeply strong and secure.

#53 You ensure change is for the better with your positive outlook.

#54 This is one part of a bigger adventure.

#55 You know you will look back and marvel at your own strength.

#56 Love carries you through the hardest of times.

#57 You rest while the storm passes.

 



 

#58 You allow yourself to feel the full array of human emotions.

#59 You see the lesson in each hurdle and use it wisely.

#60 You know this is part of your success story.

#61 You let your heart weep, knowing it will always be refilled by love.

#62 You are surrounded by love and acceptance, today, and always.

#63 You nurture your pain and let it heal.

#64 You courageously allow yourself to feel.

#65 It may not be easy, but you know it will get better.

#66 You bloom like a lotus from muddy waters.

#67 You admire your strength that you didn’t know you had.

#68 You overcome every obstacle, one moment at a time.

#69 Hope in your heart carries you to safer times.

#70 You allow yourself to be loved.

 



 

#71 You fall sometimes, but only to rest. You get back up when you’re ready.

#72 In time, the hard days become only a memory.

#73 This is your moment to be brave in face of the unknown.

#74 You are better because of the struggles you have overcome.

#75 Positive growth can come from even the worst time.

#76 You are wise and know what to do.

#77 You welcome challenges as a normal part of growth.

#78 The light of hope guides you through.

#79 You do not need to know how, but you know things will get better.

#80 You are grateful, even on the hard days.

#81 You have love, which makes even difficult times manageable.

#82 You smile, knowing there is much more to life’s beauty.

#83 The difficulties come not to upset you, but to move you to expand and grow.

 



 

#84 You keep going, even if it’s a tiny movement forward.

#85 You hold your head high, even as tears flow down. You stand strong.

#86 You are transforming, which sometimes feels hard during the process.

#87 You will emerge from this like a vibrant butterfly out from its cocoon.

#88 You have untapped strength within you to carry on.

#89 You pull strength from those around you to lift you back up.

#90 You are hopeful and excited for what the future holds, despite any troubles of today.

#91 You bravely take another step, despite the fear.

#92 The darkness allows you to see the stars.

#93 Your own light shines more brightly in the darkness.

#94 Love fills your mind and chases away the doubts.

 



 

#95 You let hope expand in your heart, slowly growing and lighting the path.

#96 This is not the final destination, just a moment in time along the way.

#97 You see the light ahead and keep moving towards it.

#98 You are capable and will get through this.

#99 You are kept safe by love on good days and on bad.

#100 You know it is okay to hurt sometimes, you let it flow.

 

The Most Famous Encouraging Quotes for Your Loved One

 

“Let your joy scream across the pain.”

Terri Guillemets

“When you see an obstacle approaching, grab your courage and speed up.”

Angela Lynne Craig

“Smooth seas do not make skillful sailors.”

African Proverb

 



 

“Don’t give up at half time. Concentrate on winning the second half.”

Paul “Bear” Bryant

“The world breaks everyone, and afterward, some are strong at the broken places.”

Ernest Hemmingway

“There’s nothing that cleanses your soul like getting the hell kicked out of you.”

Woody Hayes

“Every flower must grow through dirt.”

Laurie Jean Sennott

“Strength does not come from physical capacity. It comes from an indomitable will.”

Mahatma Gandhi

“You become limitless when you overcome what holds you back.”

Lorii Myers

“We must embrace pain and burn it as fuel for our journey.”

Kenji Miyazawa

“In the depth of winter, I finally learned that within me there lay an invincible summer.”

Albert Camus

 



 

“Do not go where the path may lead, go instead where there is no path and leave a trail.”

Ralph Waldo Emerson

“Faith and perseverance is the key to overcoming obstacles.”

Lorna Jackie Wilson

“No pain, no palm; no thorns, no throne; no gall, no glory; no cross, no crown.”

William Penn

“We were born to continuously strive and thrive.”

Edmond Mbiaka

“Turn your wounds into wisdom.”

Oprah Winfrey

“Be strong. Live honorably and with dignity. When you don’t think you can, hold on.”

James Frey

“The gem cannot be polished without friction, nor man be perfected without trials.”

Danish Proverb

 



 

“Mountains cannot be surmounted except by winding paths.”

Johann Wolfgang Von Goethe

“Damaged people are dangerous. They know they can survive.”

Josephine Hart

 

Encouraging Bible Verses for Your Loved One

 

Matthew 11:28-30

Come to me, all who labor and are heavy laden, and I will give you rest. Take my yoke upon you, and learn from me, for I am gentle and lowly in heart, and you will find rest for your souls. For my yoke is easy, and my burden is light.

Psalm 128:2

You will eat the fruit of your labor; blessings and prosperity will be yours.

Matthew 6:28

And why do you worry about clothes? See how the flowers of the field grow. They do not labor or spin.

 



 

Proverbs 16:3

Commit your work to the Lord, and your plans will be established.

Philippians 4:13

I can do all things through him who strengthens me.

 

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About The Author

Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 



 

CategoriesQuotesPost navigation

 

50 Ugly Christmas Sweater Party Invitation Wording Ideas

 

101 Exceptional Christmas Messages for a Family

 

BRANDON’S INCREDIBLE STORY

 

From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors

 

RECENT POSTS

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Slogans

 

Communication

 

Statistics

 

Blog Names

 

Pros and Cons

 

SUCCESS IS A CHOICE

 

Tesla SWOT Analysis (2021): 33 Biggest Strengths and Weaknesses

 

14 Core Values of Amazon: Its Mission and Vision Statement

 

Is AliExpress Legit and Safe: 15 Tips for Buyers

 

How Does Zoom Make Money: Business Model Explained

 

A Look at Southwest Airlines Mission Statement: 10 Key Takeaways

 

Apple’s Mission Statement and Vision Statement Explained

 

How Does WhatsApp Make Money: Business Model & Revenue Explained

 

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Is Mercari Legit and Safe: 15 Tips for Buyers and Sellers

 

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BELIEVE IN YOURSELF

 

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NEVER GIVE UP

 

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Home » Quotes » 101 Positive Affirmations for Anxiety and Stress Relief

 

101 Positive Affirmations for Anxiety and Stress Relief

 

Aug 29, 2020 by Brandon Gaille

 

Here are 101 positive affirmations to say daily for anxiety and stress relief.

#1 My worries are just a thought; they are not necessarily true.

#2 One moment at a time is all I can ever do.

#3 The past is no longer happening.

#4 People like me, and I am very likable. I can simply be myself.

#5 I am safe. I breathe slowly and deeply, letting my body remember that.

#6 I am sorry for the harsh words I have said to myself. They were not true.

#7 I pause to breathe and recollect my sense of self, beyond my thoughts.

#8 With each breath, I become more at ease.

#9 My body relaxes, my mind empties.

#10 I am able to recover from hard times. I give myself time to do so.

#11 I accept what is at this moment.

#12 The depth of who I am is always whole, always safe.

 



 

#13 When my thoughts run wild, my breath brings me home to peace.

#14 I let the sun warm me and melt away the worries of today.

#15 I step out of thoughts and let myself be present and still.

#16 I switch the lens I look through today to one of appreciation and positivity.

#17 I am doing enough.

#18 I release the stress and tension from my body, bit by bit, and then it’s gone.

#19 I can feel the deep peace within my soul, despite any external distractions.

#20 Stress is a signal that my thoughts have run wild, and its time to slow down.

#21 I am valuable because I am a human being. It really is that simple.

#22 Even if I fail at something, it is nothing personal. It is part of living.

#23 I can only ever live right now, in the present moment.

 



 

#24 When I feel anxious or stressed, I ask myself: where are you right now?

#25 I release any fixations with what I should do, and allow room to accept what is.

#26 I am a success. I simply am, and there is no external validation.

#27 It is okay to let go of some things so that I can find more peace.

#28 I do not need to do it all myself.

#29 I am not alone. I seek support regularly.

#30 There are no hard rules. I define what a good life looks like for me.

#31 I am not who I think I am; it is much deeper than that.

#32 I am doing as much as I can, and that is enough, more than enough.

#33 Things are never as bad as my mind would lead me to believe.

#34 I am mindful of what thoughts dance through my mind. They come, and they go.

#35 It is okay to be overwhelmed and need a break. I give myself plenty of space.

 



 

#36 I cannot be fully present and upset at the same time.

#37 I talk about what is going on for me, and it releases the tension.

#38 I take plenty of time for regular and vital self-care.

#39 I get outside and let adventure and nature release my concerns.

#40 I deserve love and support.

#41 A shower washes away the heavy thoughts from my being. I am fresh and renewed.

#42 I write, and each stroke of ink releases the thoughts from my mind, onto the page.

#43 Today I start fresh. The rest of my story is still unwritten.

#44 I put down responsibilities that are not mine. I do not need to carry them.

#45 My boundaries keep me safe and remind me what is not mine to worry about.

 



 

#46 I sit quietly and let the peace come.

#47 I am accepted exactly as I am, and there is nothing I need to do right now.

#48 I am gentle with myself today.

#49 I have a great support system around me.

#50 I do not rush to avoid how I feel. I find peace in being with what is.

#51 My reaction signals something deeper has been triggered. I observe without judgment.

#52 It is okay for me to ask for support.

#53 I focus on what is within my control. The rest is set aside.

#54 I pause and notice the simple beauty within my view.

#55 When my mind races, I pause to truly see the calm beauty in nature.

#56 My thoughts dictate my reaction. I choose wisely.

#57 I observe my thoughts as if they were butterflies, simply passing by.

 



 

#58 I am aware of the human tendency to worry and that it is often irrational.

#59 My thoughts, feelings, and worries are temporary. They always pass.

#60 I remember to slow down regularly, so I can actually live my life.

#61 I cannot predict the future. I let go of my assumptive worries.

#62 I take my time to map out what is truly important to me.

#63 My life is much richer and more beautiful than my worrying thoughts would tell me.

#64 Thinking is not the same as doing. I detach from thought and live fully.

#65 Sometimes clouds may seem heavy and grey, yet they bring life-giving rain. I accept both.

#66 I release any need to control things that are out of my control.

#67 All of me is here right now.

#68 I journal my thoughts, and it provides instant relief.

 



 

#69 It is normal to feel pressured at times. I am human.

#70 My perspective on events helps me see things in a lighter way.

#71 Individual events do not define my future expectations. I expect good things, regardless.

#72 I have flexible thinking and always look for different, healthier perspectives.

#73 I stop and reflect on all the great things I have achieved and obstacles overcome.

#74 I assume people think highly of me. I don’t get caught up in negative assumptions.

#75 Nobody is perfect.

#76 I am compassionate with myself and accept that I have normal human flaws, like everyone.

#77 Little things can trigger bigger things. I am compassionate with myself when that happens.

#78 I know what is my responsibility and what is not.

 



 

#79 Even in tough moments, I reframe from doubting myself.

#80 I accept all the emotions that come and go. None are bad.

#81 I leave some space in my mind between thoughts.

#82 I hold myself to high standards, yet not unachievable ones. I honor my limits.

#83 Perfect does not exist.

#84 Life can be tricky, but I am capable and well supported.

#85 I take a moment to monitor my reactions and check in with how I really feel.

#86 I am more than my thoughts and emotions.

#87 I am objective about how important things are so I don’t have unnecessary stress.

#88 When I share how I am feeling, it feels like the problems get smaller.

#89 I am open-minded and flexible to new ideas.

#90 I know things aren’t seen as they really are under stress. I wait and see.

 



 

#91 I am comfortable being uncomfortable sometimes. It is part of life.

#92 Trying something new can be scary, but I am proud that I’m willing to try.

#93 I listen to the message my body is sending me through my reactions.

#94 I am supported to unwind the messy thoughts until things make sense again.

#95 Everybody has fears and reactions. I ask for help with mine when I need it.

#96 I observe my thoughts rather than cling to them.

#97 I understand my reactions can be heightened by attaching heavily to my thoughts.

#98 I see the good in things, and it makes life a lot brighter.

#99 I accept my heavy feelings and sit with them. They soon shift.

#100 All is well, and I am safe.

 



 

#101 I accept who I am and where I am right now. No exceptions or regrets.

 

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Although millions of people visit Brandon's blog each month, his path to success was not easy. Go here to read his incredible story, "From Disabled and $500k in Debt to a Pro Blogger with 5 Million Monthly Visitors." If you want to send Brandon a quick message, then visit his contact page here.

 

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26/12/2020, 18:08 - Raman Bharadwaj: *Work - Life - Balance* met virtually over coffee got into a conversation.

 

*Work* was excited.

Am kind of very busy these days. Though am WFH am not able to apply a cut-off time. I admit I get tired attending Zoom calls, SKYPE meetings, conference calls, project updates, meetings and meeting deadlines, targets. Tedious yes, but am happy

I still hold a job. Am happy tok because I get amply appreciated and rewarded.

 

*Life* was candid.

Well I also go through up's and down's, feel dragged too at times, but what to do, I have a commitment to keep to. I used to get to see faces and share small chats, jokes, smiles and pleasantaries, all of which is gone, am happy I have you are with me my friend *Work,* else I *(Life)* would have been anxious, nervous etc. Your holding on to the job gives me hope to *Live* everyday.

 

What about you *Balance?*

Let me be straight snd come to the point. "I seriously believe you both need to look at yourselves and reflect. You didn't care for me then, you don't care for me now too. You were away from home to work abd including commute you'd ve away from home 14  hours a day. The rest of the time you are either getting ready or unwinding returning back. You are tired, you have a shower have dinner and off to sleep. No exercise, no leisure, no hobby, no socials, no interaction with the family or if at all, it is routine  only - paying for utilities, EMI's, groceries etc.

Being at home except there's no commute and that little more time for the house gets drawn away by stretches, power-naps, vegetable cutting, cooking, few stretches etc., everything else remains same. Again no exercise, no ready, no hobby, no leisure, no entertainment, no outting whatsoever as things are ordered and delivered at the doorstep.

 

*Work* and *Life* just remember it is getting tough for me as physical wellness  is slipping sharply and mental wellness is taking a toll. Restless sleep, tiredness, untimely habits etc.

 

*Work* - Please stop being so demanding and *Life* stop being so challenging.

 

Hearing this long and unexpected talk down by *Balance,* both *Work* and *Life* laughed loudly and said, *"Balance,* stay around us and may be find a way out as neither of us can compromise.

 

And so *Work* and *Life* moved on and *Balance* was lost was sacrificed resulting in lesser physical wellness and mental wellness.

 

Take care. Stay safe, stay healthy.

 

Scripted exclusively for you all my friend, with your interests in mind...

by

Raman

26/12/2020, 18:49 - Raman Bharadwaj: Think Like A Monk Summary (PDF)

 

In this summary, I’m going to share all the lessons I learned.

Ready to start thinking like a monk?

Alright, let’s jump in.

 

Why Think Like A Monk?

 



 

Don’t you think it’s important to ask yourself, “Why should I think like a monk in the first place?”

What’s the need to adopt the thinking of a monk? 

Isn’t your thinking already good enough?

If you are an average person, becoming a monk would be the last thing you would want to do, right?

So why is that the author is asking you to think like a monk?

Let’s answer these questions first.

To answer these questions, you must first understand what motivates people to become a monk.

As you already know, life is filled with noise and distraction. 

Monks are those people who can stay calm and shut off the unwanted noise around them. They can think clearly and focus on their thoughts.

They can sit for hours wandering in their own space of mind and be tranquil.

Don’t you want to do that?

Don’t you want a peaceful mind?

Don’t you want to be happy and stay calm despite all the chaos in the world?

We all want it, right?

“But…

Aargh, I don’t want to shave my head, become a baldy, and wear those plain robes.” 

I get it.

Luckily, the author says that you don’t have to follow all those crazy monk practices. You don’t have to become a monk. 

You just have to adopt the mindset of a monk. 

 

Becoming A Monk Is Not A Waste Of Time (As Most People May Think)

 

You might think, “If becoming a monk is that awesome, why aren’t many people doing it?”

Well, becoming a monk comes with sacrifices. 

For example, when the author stayed in the ashram, he couldn’t play games and watch movies on his mobile. 

Sound like a horror, doesn’t it?

Monks aren’t allowed to give in to distractions. They are shut off from the external world to a greater degree.

It’s not easy to become a monk.

Also, most people (especially parents) think that becoming a monk is a waste of time.  

They think that their kids should study hard and do an admirable job. 

Well, there is nothing wrong with that. 

But they don’t realize how thinking like a monk can help their kids grow in the real world.

Monk-thinking isn’t theoretical. It’s very practical.

People think of monks as some otherworldly creatures because they don’t understand monks.

Even the author faced some challenges when he decided to become a monk. His parents, too, thought that he’d waste his life in an ashram. 

But despite what other people said, he stuck to his decision. 

We are so fortunate. If the author had given up on becoming a monk, this book wouldn’t exist.

And definitely, you wouldn’t be reading this summary.

I think that people should be encouraged to think like a monk. 

Because when you think like a monk, you look within.

When you meditate, you reflect on your thoughts. 

Ultimately, you achieve clarity in your thoughts, which many people struggle for, and yet fail.

But I can’t deny, no matter what I say or Jay Shetty (the author) says, most people will still think of monks as aliens. 

Why? Because to feel or think like a monk, you need some level of self-awareness.

There is a reason why many people struggle to meditate. 

When people fail to meditate, they get frustrated and just give up. 

I think that adopting the mindset of a monk brings us closer to our natural self.

Anybody can become a monk. Yes, even without following all those practices. 

You simply need to adopt that mindset.

In the end, it’s upto you. There isn’t any harm in becoming a monk, though. 

But I think that it’d be too extreme for an average person. Most people will choose to adopt that mindset. 

Even I don’t want to become a monk. 

What I’m after is the approach they use to focus and keep calm.

 

Playing Different Roles And Forgetting Our True-Self In The Process

 

In the first chapter of this book, I realized that our identity changes at every moment…little by little.

Let me explain.

The outer world influences our identity. 

We play so many roles every day. 

And the interesting thing is:

We don’t even realize when that happens.

For example, when you are reading this summary, you are playing the role of a reader. 

Did you realize it? Probably not. Because you were in the flow.

Another example, when I’m writing this summary, I’m a writer.

During our day, we keep playing multiple roles despite being one person.

“Okay, so what’s the point?” you may ask.

The thing is:

When we play so many roles, we tend to forget our true selves.

That’s why you must think like a monk. 

When a monk meditates, he watches his thoughts as they come and go.

When you do that, you stay close to your true-self.

And when I say true-self, it means that:

You are not your mind. 

You are not your thoughts.

You are not your body. 

You are not what other people think you are.

You are you–your true-self. Period.

(Please note that true-self is a highly subjective term. Even I don’t fully understand it. I only know what my true-self isn’t. There are a lot of opinions out there about it, though.)

Thinking like a monk isn’t about ditching the reality. It’s about accepting reality.

So although you’ll be thinking like a monk, you won’t stop playing the roles you are supposed to play in the real world.

 

The First Step To Becoming A Monk Is To “Look Within.”

 

Notice the word “look within.”

If I were to sum up the whole philosophy of this book, it’d be this: Look Within.

 



 

But what do you look within yourself when everything you desire is outside? That’s something anyone would ask, I guess.

When you look within, you don’t really look for something. You just sit and observe what’s happening.

Yes, although it sounds so simple, it’s isn’t.

Only very few people reach this stage of self-awareness. 

Most people give up too early.

But how could this simple task be so complicated?

The author answers this question in the first chapter, which is named as “Values.”

From the beginning of our lives, we are trained to do things that other people want us to do.

Other people, including our parents, teach us how we should think and act.

So when we grow up, we are trained to chase after worldly things. 

And because only a few people try to look within and reflect on their thoughts, almost nobody tells us to “look within.”

Our values, our thoughts, our self-image, …pretty much everything, is clouded by others.

Now what monks do is they find a space or solitude for themselves.

They live a life detached from the materialistic world. 

They try to clear their dusty-self, which has become clouded by other people’s thoughts and opinions.

And how do they accomplish that? 

By looking within themselves. By meditating. By silently observing their thoughts. By detaching themselves from the outer world. 

By letting go of their desires…

By doing almost everything that allows them to become more self-aware.

Let’s continue this discussion in the next lesson.

 

Fighting The Monkey-Mind

 

When put another way, becoming a monk is a transition from having a monkey-mind to a monk-mind.

Let’s talk about this monkey-mind a little.

Monkey-mind is restless. It’s aimless. It jumps from one thought to another.

On the flip side, the monk-mind is peaceful, silent, and calm.

Most people possess a monkey-mind. 

Not because it’s their fault, but because they have been conditioned that way.

So how do you fight this monkey-mind? Well, you don’t. 

First, you observe it. 

Then identify the issue.

And then work on it.

It’s kind of the same approach you use to get of rid of negativity.

 

This Is How You Get Rid Of The Negativity

 



 

Negativity is one of those things which is in abundance.

You don’t even need to lift a finger. It’s plenty around you already. 

All it needs is a little passage into your mind.

Just turn on the TV and put up a news channel. You’ll understand what I’m trying to say.

It’s hard to find positivity when compared to negativity, as the negativity sells better.

Getting back to the question, how do you get rid of all that negativity?

Now that you realize that there is negativity in the world and some of it might be inside you, you already are on your way to getting rid of it.

Congrats!

The author gives a 3 step framework to get rid of negativity:

 

Spot the negativity.

 

Stop and understand it.

 

Swap the negativity with some other feeling.

 

As I said just now, the moment you realize the presence of negative thoughts in your mind, you are past the step one.

The next step, now, is to stop and just watch your thoughts. 

Putting simply, you can sit and meditate for a while.

You have to observe what thoughts are popping inside your mind. 

Where are they coming from? 

Because if you could find the source of those negative thoughts, you could eliminate the source and get rid of them. 

But most of the time, there are various sources, and it’s hard to get rid of all of them.

For example, there may be a person causing those negative thoughts. And of course, you couldn’t always eliminate him. 

That would be impossible if that person is your family member, right?

Anyway, you’ll need to identify the nature and source of those thoughts.

The last step is to replace those thoughts with better ones. 

“What about eliminating them?” you may ask.

In most cases, thoughts are hard to eliminate. 

For instance, if I ask you not to think about something, you’ll instantly start thinking about that. 

That’s how our minds work. 

No need to get frustrated for it!

The author suggests that you try to replace those negative thoughts with feelings like “empathy” or “compassion.”

It’s far easier to replace them than to get rid of them. (Just like habits)

Let me explain better with an example.

Let’s say your friend is getting better grades than you. 

And you’re feeling envy or getting jealous about it.

Is it good? Absolutely not. 

Your friend getting better grades than you has nothing to do with your grades.

Even if your friend gets worse grades than you, you won’t be getting any better.

So all that negativity boiling inside your minds is preventing you from doing your best.

Now, what’s the first thing you’ll have to do? Yes, first, you’ll have to become aware of the fact that negativity is there.

After that, you’ll have to understand and realize that those thoughts are doing you more harm than good. 

And at last, you’ll try to build empathy towards your friend. 

Bingo!

I agree. It won’t always be that easy. It’s easy because I made it so. 

But in the real-world, things aren’t that easy all the time.

The hardest part will always be to dig inside your mind and assess your thoughts, feelings, and emotions.

 

If You Laugh At Others’ Failures, Then You’re Not Moving Forward Either.

 

Brutal truth!

The example that I presented to you in the last lesson made me realize this fact: 

You can’t build your success on other’s failures.

The other person’s success or failure doesn’t have anything to do with you. 

But why is that when somebody else fails, you feel like you’ve won?

That’s because our minds love easy wins. 

To win is hard. 

But to see someone else lose and make fun of is incredibly easy.

It fuels our ego and gives us a sense of growth. 

But in reality, you become worse if you laugh at another person’s failure.

And if that’s the case, you need to do some self-reflection, because something is definitely wrong there.

 

Forgive Unconditionally And Reap The Rewards

 

A part of monk philosophy is to let go of any grudges against any person.

The idea is to forgive even your enemies.

Sound crazy? 

Allow me to explain.

We all pass through those situations when someone deeply wounds our heart and rob us of our happiness.

Then what happens? 

We swear not to forgive that person….ever.

The author talks about true freedom in life.

He says true freedom isn’t about doing whatever we want to do, it’s about getting rid of those things we don’t want in our life by choice.

Holding grudge builds negativity and unnecessary pressure inside our minds.

It’s hard to forgive someone. Pretty understandable!

But here is the thing:

The true beauty lies in unconditionally forgiving someone.

That’s how you become mentally free.

When you let go of those thoughts, you become tranquil.

Of course, you can forgive someone on condition like asking the other to admit his mistake.

But when you forgive unconditionally, you achieve true freedom both inside your heart and mind.

It’s counterintuitive, your mind will tell you not to forgive that person who hurt you. 

It’ll say, “f*ck that bas#ard.”

But remember, you are not your mind. 

You are not the slave of your mind. You are its master.

When you give full control to your emotions or thoughts, you work under a terrible master.

This is the reason why you should be self-aware. 

Because on the surface level, you’ll hardly realize the entire scenario.

The monks focus on what’s most important. 

For example, they focus on their breath. 

They let go of unnecessary materialistic clutter –both on their body and inside their mind.

 

Amplify Your Strengths, But Also, Don’t Forget Your Weaknesses.

 



 

Most people give far too much attention to their mistakes.

It’s good to work on your weaknesses. 

But not to the extreme.

Why? Because it’s way better to amplify your strengths than to keep working on your weaknesses.

Allow me to explain.

Let’s say you are good in Art but weak in Mathematics.

Now, which one would you focus more on? 

Most people would fuss over why they can’t solve those mathematical equations. 

And as a result, they will undervalue their ability to draw good art.

Imagine if Lionel Messi had focused more on his short height, and how he could never become a great basketball player as the tall players get an advantage.

Fortunately, he didn’t. 

Messi amplified his strength, which was football. 

Not that he didn’t practice, he worked more on the things he was naturally good at.

If I were to put this concept in even simpler words, I’d say that you ask yourself:

What’s that one thing you can give to the world?

Yes, in an ideal case, you only need one thing to write history.

You can’t become good at everything due to a lack of time and energy.

So focus on your best strength.

Does this mean that you should ignore your weaknesses? No.

The point is, you have to give more priority to your strengths when compared to your weaknesses.

You may even follow Pareto’s 80-20 rule if you wish.

Spend 80% of your time amplifying your strengths.

And spend 20% of your time working on your weaknesses.

So whenever you find your complaining about your weaknesses, remind yourself why Lionel Messi is a legend in football, and why Michael Jordan is a basketball legend.

Always remember:

Amplify your strengths. 

(But at the same time, don’t use this advice as an excuse for your weaknesses.)

 

Find Your Dharma

 

No, you don’t have to.

You don’t need to go through all those religious textbooks to find your dharma.

Put simply, dharma is pretty much the same as Ikigai.

If you know your strengths and weaknesses, your job is half-done.

I’m not going to explain it the same way the author did.

It’s simple, if you’ve read the book Ikigai, you already know what your dharma is.

The author has borrowed this dharma concept from the book Ikigai. (Just my opinion)

Although, there are minor differences between both of them. 

But I found them similar.

Anyway, I’ve already written about it.

So please check that out:

Ikigai Summary

 

Go To Sleep Earlier Today To Wake Up Early Tomorrow

 

Do you struggle to wake up early in the morning?

How many times have you heard the stories of successful people who say they wake up at 4 am?

You look at yourself in the mirror and wonder, “why can’t I do that?”

Although this advice may sound ridiculous to some people who can wake up at 4 am easily. 

Many people still struggle to do it. 

I also struggle to wake up before 7 am. (Shh.. don’t tell anyone)

Even the author did struggle during his days in the ashram.

Note: If you don’t have that issue, feel free to skip this lesson. 

But if you have, keep reading.

The key is to get to sleep earlier.

The earlier you get to bed, the earlier you rise in the morning.

Getting to bed early sounds a little unproductive. 

But the fact is:

It works.

You don’t need scientific research to prove that.

Just try it. 

 

The Key Takeaways From “Think Like A Monk By Jay Shetty”

 

Build self-awareness and observe what’s going on inside your mind.

 

Let go of all those things that create clutter in your mind.

 

Try to forgive people unconditionally and be free.

 

Try to figure out your dharma.

 

Amplify your strengths. But also don’t use your weaknesses as an excuse.

 

Don’t try to build your success over others’ failures.

 

Read more key insights on Blinkist

 

Think Like A Monk Quotes

 

Here are a few quotes that I liked in this book:

 

“Your time is limited, so don’t waste it living someone else’s life.”

~Steve Jobs

 

“Fear doesn’t prevent death. It prevents life.”

~Buddha

 

“If you think you are too small to make a difference, try sleeping with a mosquito.”

~Dalai Lama

 

“The key to real freedom is self-awareness.”

~Jay Shetty

26/12/2020, 21:38 - Raman Bharadwaj: Have you ever dreamt of standing out and not just being another person in the crowd? That’s the purpose of Grant Cardone’s The 10x Rule. The premise of the book is simple: to get maximum performance in your life and achieve success, you have to work harder than the average man. You need to struggle 10 times more than others and condition your brain to achieve success.

 

The Only Difference Between Success and Failure

 

Beyond effort, it takes discipline and focus. In this microbook, we will explore the essential lessons of Mr. Cardone’s book. Shall we get started?

 

“The 10X Rule PDF Summary”

 

Our Society Conditions Us to be Mediocre

 

Do you care about society’s standards? With average performers? You need to break this myth if your goal is to become a mega-hit. In the dictionary, the word average is defined as that which is typical, ordinary, exactly what you do not seek.

Anything that is based on the average, the common and the pattern will not get you to success. The levels at which most people operate, on average, does not work for you.

The average does not take into account factors such as age, endurance, momentum, and the unexpected. If you focus on getting results within the average, you will not be able to achieve the success you crave.

 

Understand What is Success

 

There are 3 things you need to know about success. The first is that success is crucial for you to feel fulfilled with yourself. The second is that success is your duty. You really need to strive to have the success you crave.

Finally, the third thing is that success is not something scarce. There is no limited amount of success in the world.

You will never have the success you seek if you do not believe in its importance and trust that it is your total and sole responsibility to achieve it.

You need to try to live the maximum of your full potential to be the best version of yourself. Becoming successful should never be an option, but a must for anyone. When there is no shortage, anyone can have it. Success is the same.

There is no limited stock of success in the world. For someone to become successful, another person need not fail. Success is something that only grows, and it is up to you to allow this growth. Anyone who is willing to do whatever it takes can become successful.

Never limit your mind about what you can achieve. Think about how much you can achieve and how many good things you can bring to the world.

 

Condition Your Mind for Success: Define Objectives

 

Extraordinary success is not easy. Everyone dreams of reaching it, but few really manage to get there. The secret is simpler than you realize, but it is not easy. You need to condition your mind to success and strive 10 times more than others.

You also need to understand that the more you strive, the more obstacles you will encounter on your path and you will have to find a way to overcome them. Becoming a mega success is not something you can do without a mega exposure as well.

You will have to be everywhere at once, create a reputation, a name that people recognize and find all the time. To succeed 10 times higher, you need a clear view of where you want to go.

Most people, when setting their goals and objectives, end up defining simple goals that are easier to achieve.

They do not look for something challenging and motivating. The higher your goal, the better, even if you do not know how to get it off the paper. It doesn’t matter what your goal is now.

You must multiply it by 10. Look for something 10 times greater than you consider yourself capable of achieving.

Stop limiting yourself, and you will find out what you really are capable of. Set your goals for yourself and not for society. Your goals are a vision of what you want to accomplish.

Everything is possible, and you need to make the impossible possible. Your success is your responsibility, and you need to prove to yourself that you are willing to do whatever it takes to become successful.

How much would your life change if you read one book a week? Books increase your knowledge and your ability to learn. They raise your thinking so that you can improve your life and conquer more.

 

Common Errors In Defining Your Objectives

 

If you really seek to achieve your goals, you need to avoid some common mistakes. Most people make mistakes by setting their goals and not achieving success. Understand the most common mistakes:

 

Wrong target: This occurs when you set very easy goals, loose goals that do not motivate you. To be successful, you need audacious goals and challenging goals;

 

Underestimating complexity: This occurs when you underestimate the number of actions, resources, and energy needed to achieve your goals. Detail the steps required to achieve your goals methodically;

 

Focus on the competition: Do not focus on the competition but on dominating a niche. Successful people focus on creating relevant things, never on the competition itself;

 

Underestimating adversity: Adversities will appear, and things will eventually go awry. Plan to anticipate and overcome these challenges.

 

Understand The Concept Of Massive Action

 

Just having daring goals is not enough. To get to the next level, you need to find out that there is a level of activity that needs to be achieved. You have to ensure that you operate at such a high level that you guarantee the achievement of your goals and dreams.

You need to take massive action. There are 4 levels of actions you can take. They are extremely simple, but understanding them is essential for large-scale success. They are:

 

Doing Nothing: You accept what life gives you. You do not move or act to change the direction of your life. You will not succeed doing anything;

 

Hiding: You are afraid of success and take adverse actions not to be criticized. That sabotages your success;

 

Normal level of action: You do what everyone else does, put in the same effort, and operate according to the rules. You may not succeed;

 

Massive Action: You do what it takes to achieve massive success. That is where things happen.

 

If you want to become a 10x best professional, you need to incorporate more and more action into your life. You need to act more, do more than the rest of the people. Massive action means doing 10 times more than others.

10 times more than they expect from you. A massive action allows you to go beyond business cliches and pursue daring and risky ways to fulfill your dreams. If you call 10 customers per day, you should start calling 100.

Increase your effort level by 10 times. The more you act, the closer you get to success.

You are capable of much more than you think. Instead of behaving like others and having the same results as they have, acting massively allows you to have 10x results.

Forget the concept of luck and opportunity of your life and focus on performing massively to achieve success.

 

Getting Exceptional Results

 

For exceptional results, you need goals that are 10x more challenging than you imagine being able to achieve. We rarely begin our work by trying to understand what we need to do to achieve the desired results.

Usually, we just focus on what needs to be done right away, and this leads to mediocre or merely acceptable results.

Ask yourself what has to be done to be able to perform 10x better, always pursue greatness. Once the right level is set, make it very clear to you.

Be fully committed and never reduce the expected delivery standard. If you feel in doubt or encounter obstacles, perform massively.

Forget the idea that success is scarce and remember that it has no limits. Perform to perfection, relentlessly. Address each project with the 10x rule.

Your life depends on it for you to achieve success. Take care of each task as if it were being filmed and recorded as a model of perfection, so your children and grandchildren see what it takes to become a success.

 

Ending Fear

 

Have you ever felt scared of having to do an ambitious task? A challenging project? Alright, this is normal. You need to know how to manage your fear for maximum performance. Do you know the most significant cause of fear? Time.

As time goes by and you look at your larger goal in fear, the more apprehensive you become.

The more apprehensive you become, the more your fear grows. It’s like going to the dentist. The longer you wait anxiously for the session, the worse the pain you’ll face.

You should always focus on acting, and not on waiting. Standing still, imagining a black future in fear, generates procrastination and this feeds your fear. If time goes by without actions, excuses are invented to justify non-execution.

All the excuses you make up prevent you from succeeding, for it comes from massive action. Do not leave it for later. If you are putting off something, you are walking, unwittingly, toward failure.

Do not be fooled into thinking you are preparing to perform. When you postpone it, you are actually avoiding action and becoming stagnant. Get out of your comfort zone for opportunities to unfold. Perform massively.

 

How to Dominate Your Market

 

Do you think you are in a competitive space? Do you believe that it will be difficult to win because there are many good guys in your industry? Forget it. Forget the competition. There is only one way to win in your market, and it is simple.

You just prevail if it is the best, the first name that comes to people’s mind who want your product or service. So you need to change your mental model and commit to investing the time and energy needed to become number one.

You need to be able to do what others are not willing to create a competitive advantage. Most people and companies are not willing to sacrifice enough to perform 10x better than the rest of the world.

That means you need to take this path and differentiate yourself. It takes consistency and persistence, even in adversity.

You need to do what no one else would have the courage and ability to do. This will get you to the top. Forget the way things have always been done.

Forget the average and norms by which other people operate. Innovation does not arise from sameness nor average. The sameness kills your creativity and leads to mediocre results. Leaving the box, let your creativity flow, and you will thrive.

 

How to Be Noticed In a Competitive Market

 

If you want to be the protagonist of a market, your first challenge is to be noticed. No one remembers those who do not draw attention. People need to look and be interested in you and your actions.

You need to boost your visibility by 10x. Get out of the fog and go to the light. Be visible and easy to find. Ignore those who ignore you and doubt you. Ignore your competition. Be clear about all the skills, actions and mental model you need to be noticed.

Take consistent actions and persist in massive action on a level that no one else is willing to go. Do what others do not do to get noticed. Show up and demonstrate your superiority.

Remember the old tale of the tortoise and the hare: once a tortoise and a hare bet a race. The hare is a faster animal, and in the test, it was faster, running much more than the tortoise.

A few meters from the finish line, the hare who had run, was so tired and so stopped to rest. Thinking she was going to win easily, she stopped and distracted herself. The turtle persisted and walked slowly, but steadily to the final stretch.

As the hare rested, certain that it would win, the turtle overcame and won the race. Society leads us to believe that we must act like the turtle, persistently and steadily, although slow.

But for you to get the most out of this tale, you must imagine that there was a third element in the race. An animal with the speed of the hare and the persistence of the tortoise. You must behave like this accelerated hybrid if you want to win and be noticed.

Agile and accelerated like the hare, with the persistence of the tortoise. Your ability to persist and continue, at high speed, overcoming obstacles like fatigue and adversity, is what will lead you to victory.

Thousands of entrepreneurs have proven that it is possible to go at full speed and energy toward their goals to achieve something irrationally audacious.

Adopt this if you want to win. Successful people approach, speak, and face challenges differently from others. You need to be different and not fit the pattern if you want to be noticed.

 

The Characteristics Of Successful People

 

If you are looking for success, you need to understand what drives people to succeed. What they have is different. Find out here the key features that lead to success, according to Grant Cardone:

 

Everything is possible attitude: For successful people, everything can be achieved, and they are not bound to limitations. If something needs to be done for a goal to be achieved, it automatically means that it’s possible. Its role is to discover how to turn this uncertainty into action and make it true;

 

Focus on Opportunity: Every problem comes with an opportunity associated with it. Many people do not see the opportunity and focus on the issue, but to succeed, you have to know that every problem has an analogous opportunity;

 

They are irrational: When we say irrational, we do not mean that they do not think to do things, but that they believe in what others do not believe in and are willing to do what others think are crazy things. They are prepared to take massive action on things that other people do not think make sense. They do not act according to the norms and limitations of society;

 

They create wealth by sharing information: Successful people focus on generating value all the time because they know that success is not a scarce resource. They share information, learn and develop those around them, creating wealth for all;

 

They act massively towards their audacious goals: We have already talked about this in this microbook, but it is worth repeating. They actually act more and strive 10x more than others;

 

They prefer yes to no: For mass success, one must be open to new experiences. That means saying yes more often and accepting new open-minded challenges;

 

They complete things: While the action did not result in success, it is not finished. Successful people complete what they start by accepting only one possible result, massive success;

 

They focus on the now: To act, you have to focus on the current moment and not the future. Success is inevitable if you are always walking towards it. If you are taking action now to achieve your audacious goal, you will get there. Do not let yourself be immobilized and focus on the action. Develop your discipline and run all the time to get where you want;

 

Demonstrate courage: Successful people are exposed to success. They act with self-confidence and courage. They attack, dominate and repeat their actions all the time to develop their courage. They do what frighten them to develop their muscles in the fight against fear. In doing so, they feel less fear and become more courageous;

 

Embrace change: Successful people are not afraid to change and do differently. They know that the world changes fast and that which worked yesterday may not work tomorrow. Therefore, they observe, learn by acting and evolve to improve their efficiency and deliver more;

 

They take the right path: They analyze and understand how to work more efficiently, capture the best ideas, and put that into practice to achieve success;

 

They dismantle widely accepted ideas: Traditional and accepted ideas favor mediocrity. To be noticed and succeed, one must challenge common sense and try new ways and approaches;

 

Focus on their goals: To be successful, you must have clear, quantifiable goals. Therefore, having goals is essential. It is necessary to focus on the goal, the result and not the problem;

 

They have high motivation: Motivation is essential for success. To massively evolve and achieve your goals, you need to have very high energy levels and be constantly motivated. Motivation is within you and it does not come from society. Work to develop your persistence and motivation. Whenever you finish something, go up the bar and run again bringing your game to a new level;

 

They are interested in results: They do not give up until they achieve the results they are looking for. They are tireless and do not focus on tasks and activities, only on the results generated by them;

 

If you commit first, find out how to deliver later: If you want to be successful, you need to be ready to commit to things you do not know how to accomplish. Make the commitment and then find out how to do it. Accept challenges for which you do not have the answer and find it during the journey;

 

They are extremely ethical: Ethics are essential for success. According to Grant Cardone, ethics are developed when you honor your commitment to success. When you do not lie to yourself regarding your goals and also honor the commitments to others. Living your potential to the full strengthens your ethics. Failure to act on your goals weakens your ethics with yourself and your self-confidence;

 

They think of the group: You are a combination of the people with whom you live. So you need to focus on surrounding yourself with audacious, executing, and success-seeking people like you. Focus on having them around and also helping them to achieve their successes;

 

They dedicate themselves to continuous learning: You have to turn learning into a habit. You need to learn new things everyday and always draw lessons from your achievements as well as the obstacles that come up in your life. Think the average CEO reads about 60 books a year, while the average American reads only 1 book annually. That explains a lot and it’s no coincidence that American CEOs earn more than 300 times more money than the average American per year. Always update and search for information that will take you to new levels;

 

They leave the comfort zone: You cannot stop and stagnate in the comfort zone. If you’re comfortable, you need to sacrifice yourself and get out of it to keep growing. Put yourself in uncomfortable situations and seek uncertain challenges to create an eternal discomfort;

 

They seek to outdo themselves in everyday life: If you are not living with better, wiser, and smarter people than you, you will settle. You need to find a group to learn from and pull you up to a new level. Surrounded by the right people, you will always be seeking to develop to achieve them. Do not be the smartest guy in your class. If you’re the smartest, you’re probably in the wrong class.

 

Like this summary? We’d Like to invite you to download our free 12 min app, for more amazing summaries and audiobooks.

 

“The 10X Rule Quotes”

 

I suggest that you become obsessed about the things you want; otherwise, you are going to spend a lifetime being obsessed with making up excuses as to why you didn't get the life you wanted.CLICK TO TWEETWeak and overwhelmed individuals respond to others' success by attacking it.CLICK TO TWEETAll the excuses in the world won't change one simple fact: that fear is a sign to do whatever it is you fear—and do it quickly.CLICK TO TWEETOne of the major differences between successful and unsuccessful people is that the former look for problems to resolve, whereas the latter make every attempt to avoid them.CLICK TO TWEETDo kids benefit when they see their moms and dads losing or quitting?CLICK TO TWEET



 

Final Notes:

 

In ’10x: The Difference Between Success and Failure’, Grant Cardone teaches us that massive success is not easy. You need to try 10x more and have 10x goals bolder than other people.

Forget the averages and mediocrity and get out of your comfort zone. Understand what makes people successful and act massively to get where you want to.

26/12/2020, 22:01 - Raman Bharadwaj: Summary from the summary of the book 10XRule.

 

In ’10x: The Difference Between Success and Failure’, Grant Cardone teaches us that massive success is not easy. You need to try 10x more and have 10x goals bolder than other people.

 

Forget the averages and mediocrity and get out of your comfort zone.

 

Understand what makes people successful and act massively to get where you want to.

 

Our Society Conditions Us to be Mediocre

 

Understand What is Success

 

There are 3 things you need to know about success.

 

The first is that success is crucial for you to feel fulfilled with yourself.

 

The second is that success is your duty. You really need to strive to have the success you crave.

 

The third thing is that success is not something scarce. There is no limited amount of success in the world.

 

Condition Your Mind for Success:

Define Objectives

 

Common Errors In Defining Your Objectives

 

Wrong target

Underestimating complexity

Focus on the competition by dominating a niche.

Successful people focus on creating relevant things, never on the competition itself;

Underestimating

 

Understand The Concept Of Massive Action

 

You need to take massive action. There are 4 levels of actions you can take. They are extremely simple, but understanding them is essential for large-scale success.

 

They are:

Doing Nothing

Hiding

Normal level of action

Massive Action

 

Ending Fear

 

Have you ever felt scared of having to do an ambitious task?

 

A challenging project? Alright, this is normal. You need to know how to manage your fear for maximum performance.

 

Do you know the most significant cause of fear? Time.

 

As time goes by and you look at your larger goal in fear, the more apprehensive you become.

 

The more apprehensive you become, the more your fear grows. It’s like going to the dentist. The longer you wait anxiously for the session, the worse the pain you’ll face.

 

You should always focus on acting, and not on waiting. 

 

The Characteristics Of Successful People

 

If you are looking for success, you need to understand what drives people to succeed. What they have is different.

 

Find out here the key features that lead to success, according to Grant Cardone:

 

Everything is possible attitude

Focus on Opportunity

They are irrational

They create wealth by sharing information

They act massively towards their audacious goals

They prefer yes to no

They complete things

They don't give excuses

They focus on the now

They demonstrate courage

They embrace change

They take the right path

They dismantle widely accepted ideas

They focus on their goals

They have high motivation

They are interested in results

They commit first, find out how to deliver later

They are extremely ethical

They think of the group

They dedicate themselves to continuous learning

They leave the comfort zone

They seek to outdo themselves in everyday life

27/12/2020, 09:20 - Raman Bharadwaj: Agility will flatten the workplace of tomorrow

 

Thanks to the pandemic, organisational hierarchies have undergone a tectonic shift, becoming more agile, efficient and flexible.

ETHRWorld Contributor  December 24, 2020.

 



 

Agility will flatten the workplace of tomorrow

 

Thanks to the pandemic, organisational hierarchies have undergone a tectonic shift, becoming more agile, efficient and flexible.

ETHRWorld Contributor December 24, 2020, 04:56 IST

 

    

 

Jaikrishna B, President - Group HR and New Business Development, Amara Raja GroupBy Jaikrishna B

 

Covid-19 has been unprecedented and so will be its impact on many aspects of life, including the future of the workplace. The crisis has provided tremendous challenges and consequent learnings to organisations. Many wrong beliefs were challenged, reinforcing the fact that we can find better ways of working and transform ourselves while doing so. Undoubtedly, it is safe to say that organisations of tomorrow will transform to become more ‘agile’.

 

Agility is not just about turning leaner in the organisational hierarchy to become faster. Being agile requires that transformation becomes the ethos of an enterprise. This calls for the ability to accept, change and adapt to agile systems and processes. When the mindset of agility, coupled with the hierarchical optimisation and suppler systems fall in place, the organisation turns far more effective, efficient and productive.

 

From Rigidity to Flexibility

 

The conventional approach to organisational structure is inert, siloed with top-heavy hierarchy. Decision-making rights usually cascade down the hierarchy, with the most commanding governance bodies at the top. The operational structure follows a linear path. Though a robust structure, it is inflexible and slow-moving.

 

But an organisation with agility embossed in its very DNA is dynamic, like an amoeba. It has no rigidity and possesses the capability of free movement, which means a network of teams resides in flexible organisations. Teams can be formed and disbanded easily based on the needs of the organisation. These teams ought to have a high people-centric culture that operates with high capabilities of real-time learning, unlearning, fast decision cycles, supported by advanced technology and digitalisation.

 

Such organisations are often driven by a single common purpose of continually co-creating value for all stakeholders. The agility culture allows such organisations to quickly adapt to change as well as speedily and efficiently realign business strategy, structure, processes, people and the technology towards value-creating and value-protecting opportunities. Not only is such an approach possible, but it also imparts a competitive edge that can wade through volatile, uncertain and abstruse conditions.

 

Therefore, agility at an organisational level can be summed up as having a core culture wherein change and adaptation happens as and when required – and quickly. This would mean the innate ability for making changes when necessary to strategy, structure, processes, people and technology, towards a new functional model that has multi-skilled, high-performing collaborative teams bolstered by a hearty backbone and future-forward compelling vision. Such an operating model pushes organisations towards fast, astute decision-making, while improving productivity, leveraging talent and technology, and accelerating the scope and scale of innovation.

 

To maintain business continuity amidst these testing times and the economic upheaval, many enterprises across the world have taken up agile operating models to improve delivery, increase speed and, importantly, employee empowerment and experience. Agile organisations around the world not only responded faster to the economic crisis unleashed by the pandemic but also displayed increased resilience and recovery potential under the new normal.

 

Through all this, it is important to realise that, while transforming to agile, changing the workplace culture is of paramount importance. A report by McKinsey, stated it well, “A clear, purposeful cultural aspiration is the foundation of a successful transformation programme.” It necessitates allowing people to own the task at hand, making employees feel safe to try out different ways of doing things and experiment in the process, having a high tolerance for mistakes, the ability to learn and equally unlearn, value every single voice and actively encourage and seek diverse perspectives. It also entails trusting others to get things done, looking to ensure that others excel at work by being intentionally open, transparent and collaborative.

 

People and Culture

 

Remember that we call the current context the New Normal and this too shall pass. When the world is free of the pandemic, the expectations will be a hybrid of old and new. Accordingly, we must be able to make those changes within the organisation to meet the continuously evolving expectations of stakeholders. For an organisation to thrive and grow, People and Culture are critical.

 

Organisations that consider People as their strategic asset, leveraging them rightfully and consistently, are destined to win all the time. People in the Enterprise are one of the primary stakeholders and the most valuable brand ambassadors. Thereby, the more engaged and enthused they are, the more one’s organisation is driven to grow sustainably. One must focus on building a genuine psychological contract of employees with the Enterprise. To be more impactful for all stakeholders, one needs to get to People and Culture and hence, being agile is more a culture element.

 

Worldwide, many agile enterprises are streamlining decisions and processes that no one had thought possible till date. They are empowering their frontline leadership teams and doing away with complex slow-moving hierarchies and bureaucracies. The Covid-19 outbreak has demonstrated it is possible to take effective business-critical or mission-critical decisions faster without impacting operations negatively. The work-from-home regimen is a proven case even for manufacturing organisations, which never accepted some roles can be performed remotely.

 

Moreover, businesses have realised that just because times are tough, it doesn’t necessarily mean leaders should tauten control and micromanage people and processes. Rather, they should do exactly the opposite – allow frontline employees to take on additional responsibility for execution, action and collaboration. There are many effective ways to achieve speed – such as by speeding up decision-making, improving execution excellence, cultivating strategic collaborations, streamlining the structure, building lithe teams, reshaping talent by rethinking top management roles and creating a culture of continuous learning, unlearning, skilling, reskilling and upskilling. Organisations should ensure their people continuously learn and adapt in this increasingly fast-paced world.

 

More than anything else, the Covid-19 pandemic is a humanitarian catastrophe. Consequently, it is contingent on HR and all leaders to play a definitive part in this change management process. As businesses rethink their strategies to stay afloat in the market, the HR function should also reimagine, rethink and reform the organisational processes and practices. The role of HR has long been changing from just being a custodian of talent to a significant business function – delivering tangible business value. The pandemic has accelerated this evolution like never before.

 

Today, HR leaders are helping organisations to correct the equilibrium of attention between people and business, promoting a more sustainable alignment. Also, as per the recent Talentonic Report by CII, more than 72% of the participating organisations believe that leadership is dividing its time equally between human resource and business matters.

 

It’s time to re-examine the ways we worked and reimagine new ways of working. In the interim, we should all thank a crisis for helping us pause, ponder and probe new and better ways to operate.

 

The author, Jaikrishna B, is President - Group HR and New Business Development at Amara Raja Group.

27/12/2020, 09:23 - Raman Bharadwaj: What stands apart for HR operations is the organisation’s appetite & capability to automate mundane tasks: Nishith Chaturvedi, NPCI

 

Nishith Chaturvedi, Chief Human Resource and Admin Officer, National Payments Corporation of India (NPCI), says, “I learnt that it is vital to keep the employees motivated, engaged as well as ensure the safety and quality controls. Moving on, my experience in the fast-paced consumer goods industry shows that the employees were young and the primary challenge was the high rate of attrition and their high expectations from their career.” ETHRWorld,  December 16, 2020.

 

Nishith Chaturvedi, Chief Human Resource and Admin Officer, National Payments Corporation of India (NPCI)By Abhishek Sahu

 

“The primary difference that is observed in industries that I’ve worked, is the way we hire, engage and develop talents. It depends on the growth trajectory of an organisation, the culture and the leadership team to a great extent,” says Nishith Chaturvedi, Chief Human Resource and Admin Officer, National Payments Corporation of India (NPCI).

 

In an exclusive chat with ETHRWorld, Chaturvedi, with 16 years of well-rounded experience in various facets of HR, including Business HR, Performance Management, Compensation & Rewards, among others, tells us about his learnings and what stands apart for HR operations. Edited excerpts:

 

Please share your experience of managing HR operations in various sectors? What facets of talent management were similar and different across organisations you worked in?

 

Armed with an eclectic experience in various industries, such as construction, engineering, shipping, consumer durables, and finally fintech, I have explored the HR practice across the board. The challenges of recruiting varied from one industry to another and so did the approach.

 

To elaborate, in my stint with a subsidiary of Tata Steel, the employee needs to know the end-to-end process of the project, the health of the employees given the location and the arduous hours of work were crucial, and finally developing relationships with the local bodies were some of the important criteria to survive. Whereas in my tenure at Voltas, where I headed a plant and engineering business, I learnt that it is vital to keep the employees motivated, engaged as well as ensure the safety and quality controls.

 

Moving on, my experience in the fast-paced consumer goods industry showed that the employees were young and the primary challenge was the high rate of attrition and their high expectations from their career. My penultimate experience was with Essar Shipping. The primary focus was on the safety of the cargo, people on board as well as the ship, which is a cost to the industry. The senior experienced employees are financially stable, need to be treated respectfully, they need counselling and believe in maintaining a work-life balance.

 

Finally, my experience with the exploding Fintech space points to the fact that employees are young and skilled. Since technology is evolving at a fast-paced rate, employees need to be relevant and UI/UX is foremost to encourage innovation. Since innovation is fast paced, it is extremely important for the employees to be relevant or it might lead to redundancy.

 

Talent Management in all organisations not only focuses on hiring candidates who fulfil the job criteria, but also more importantly have a cultural fit. So, the primary objective is to get the right talent on board and help them attain their optimal potential keeping organisational objectives in line. It is an organisation’s strategy related to the attraction, recruitment, retention, and development of people. Meanwhile, the common thread that links sectors is the investment, stakeholders’ involvement and senior management buy-in towards Talent Management. ROI as a function is directly proportional to the alignment of an individual’s aspirations to the strategic goals and the organisation’s ability to drive it.

 

The primary difference that is observed in industries that I’ve worked, is the way we hire, engage and develop talents. It depends on the growth trajectory of an organisation, the culture and the leadership team to a great extent. Over the years, what stands apart for HR operations is the organisation’s appetite and capability to automate the mundane tasks and utilize the resources for cerebral engagements.

 

Fintech was one of the sectors that saw a sharp uptick in usage during the lockdown. How did the company deal with this from a talent standpoint?

 

From a talent standpoint, we changed our approach and quickly adopted a virtual way of working. Our focus during the lockdown was on Employee Wellness, Employee Engagement and Talent Development. We increased our touch points by leveraging our Transformation Champions, Internal SMEs and Counsellors. We ensured that our Culture Pillar of Care for Colleague is displayed in all our interactions.

 

With the advent of the pandemic, we had to quickly formulate a risk mitigation plan. We simulated a situation for a one-day Work from Home for offices at various locations to understand the level of interdependency. Thus, we started testing the structure of the organisation. On the employee front we ensured that critical people should come to office.

 

Two teams – A and B were created and identified from every critical business across the company and made to work alternately to test possibilities, have a backup and ensure a smooth transition in work culture. During the lockdown, we have had to work hard to support our teams and employees when it came to the routine challenges faced with a sudden shift to working from home.

 

We have enabled the right HR policies while ensuring a seamless communication is maintained between the leaders and their teams while also focusing on the overall employee safety and health, including their wellness.

 

Our key learnings from this unprecedented scenario are as follows:

 

1. The skills required for running the business are beyond dynamic – Survival of the ‘Most skilled’ is key

 

2. Automation needs to be disruptively adopted

 

3. Cross-domain and cross-functional learning is as essential as an in-depth knowledge of one’s domain

 

4. Outsourcing model needs to be strategized

 

5. Learning Technology is a must for all

 

6. The shelf-life of new skills is reducing with every passing minute

 

As an organisation, we believe in skill development and ensure that it continues even during the pandemic. Once IDP (individual development plan) was evaluated and gaps were identified, online classes and training were conducted regularly. Sponsorships towards appropriate certifications, higher education have grown multi-folds. Interactions with industry experts in areas such as AI/ML, Agile way, Innovations are organised. Deep-tech areas are given more focus for training. Specialist stream which deals with nurturing employees working in niche areas is treated with special focus.

 

If we divide the timeline into three, they would be —

 

Initiation of the lockdown: At this point, the situation was completely unfamiliar to us. Safety precautions were of utmost importance and the continuation of operations had to remain intact.

 

Extension of the lockdown: Once we realised that the lockdown will be a prolonged state of affair, it was critical to keep the employees motivated. As mentioned earlier, we created two teams (A and B) to maintain a backup and provide stability to the functioning. We made sure that we lent a listening ear to the problems of the employees and found a way to solve them.

 

Un-lockdown: With 15-20% employees being allowed into the workplace, we were prepared to meet out medical assistance and facilitate a safe and hygienic workplace environment. Now, all the employees are working from the office and we continue to maintain stringent mechanisms to ensure the overall wellbeing of the employees.

 

What employee engagement initiatives were taken at NPCI? Also, what are some of the effective workplace policies implemented at the organisation?

 

The crux of Employee Engagement at NPCI lies in addressing the needs of our employees. It helps us create and design programmes for our employees to extend support and care, especially given the current scenario. An Employee Connect Programme was envisaged and each leader was allotted 20 people to get in touch with. These sessions cover 100% employees and help us gauge their expectations. Based on the inputs from the employees, various engagement programmes were scheduled through a Webinar Series, which covered:

 

Mental Wellbeing

 

How to build immunity through food and lifestyle management

 

Covid Awareness, Symptoms and Protocol

 

Dedicated Family Support Team for taking care of the employees and their families during Covid

 

Other engagement activities like Online Gaming, Battle of Brain, Online Tambola, etc

 

We also redesigned daily working hours considering people were managing Home & Office together and made arrangements to accommodate a break of two hours in the afternoon. A Special Reward & Recognition Programme was launched during the full lockdown period to motivate the people during difficult times. In order to ensure that everyone is well connected in the organisation, an AI-based HR Chatbot has been introduced for the employees. It is accessible via the Web Browser and Mobile App.

 

The Chatbot can answer questions about the HR policies, provide the Covid-19 guidelines and hospitalization assistance, help send notifications and alerts to all the employees instantly and also conduct surveys to gauge sentiment of the employees and take their feedback. In addition, the Chatbot also helps the employees to connect with the right person in HR or Administration.

 

Going forward, more and more of the HR applications are being integrated with the HR Chatbot to make them even more accessible to the employees on the go.

 

On the employee engagement front, quiz sessions, online gaming events, competitions are organised and an app-based access to the library has been introduced. On the employee learning front, online learning portals are extended in mass scale. Classroom sessions have been replaced with online classrooms without deviating from the effectiveness of the programme. Cross departmental learnings are facilitated through internal SME sessions.

 

During the pandemic hospital/bed availability was a major concern. To deal with the situation, we have an empanelment with hospitals for the employees and their family safety and healthcare needs.

 

A Special Programme, called Swasthya, has been built and launched to Determine, Develop, Deliver better immunity by empanelling a Senior Doctor who will be running this project for a one-year period. We also made requisite arrangements with medical agencies who provide consultancy services to pick up samples from the homes of the employees. Additionally, we have dispensed Vitamin D shots to the employees, to reduce the impact of the exposure to the virus.

 

Since NPCI is a part of the critical national infrastructure, some of our employees had to resume working from the office again. To provide a hygienic and safe environment for the employees, a Covid-19 Code of Conduct was instituted for the employees working from office. The NPCI’s efforts on this front have also been recognized and appreciated in the form of the STEVIE Award in Silver Category for HR practices in the pandemic scenario.

 

According to you, how different has been the pre and post Covid scenario with respect to employee behaviour? How are you dealing with the same?

 

Family & Health has emerged as the topmost priority from employee perspective during the current situation. Employees seek health engagement activities in a manner that involves and enrols their families too. Health has certainly emerged as the biggest engagement driver for the next 2 to 3 years and hence many initiatives will be specially crafted around the same.

 

Despite all the preventive care extended to employees and their families, the overriding emotion of panic stays to some extent. As an organisation, the NPCI keeps employee-first attitude. The HR team is personally connecting with individual employees in order to reduce all such emotions from the system. Counselling with Doctors/Physicians/Psychologists certainly is helping the employees to overcome their fear quotient and cope with the anxiety.

 

Business as usual continues and the protocols have been accepted as a way of life. There has been a cultural and behavioural change in the minds of the people who are eventually adapting to this lifestyle. Employees are not permitted to gather in the canteen/cafeteria so that social distancing is strictly maintained. Safety warnings are issued regularly to ensure a contactless office. We also reminded our employees to take steaming and to drink hot water at fixed intervals. We prepared and changed the arrangements in office so that workstations are sanitised and hygienic.

 

We’ve exclusively set up a desk with all Covid-19 essentials such as medicines, turmeric milk, Vitamin C, face shield, masks, surface sanitizer, travel kits and so on to make them easily accessible to the employees. We ensure that the employees who have recovered from the virus are counselled by experts who can suggest appropriate lifestyle changes. Recovered employees are mandatorily made to undergo a 2D echo and CT scan to ensure their complete recovery. Once the employees come to office, they witness these steps taken by us to make the work environment safe and it imbibes a sense of confidence and trust in them.

27/12/2020, 10:01 - Raman Bharadwaj: Friends, today is the last Sunday of the most eventful year of our life whatever our age might be. 2020 has taught us a lot of lessons, abd what follows is just one of the many...

 

*Humility*

_Guiding Quote:_

*The only true wisdom is in knowing you know nothing.*  ~ Socrates

 

Point to Ponder:

Humility is not as easy to practice anymore, at least not in these days, because our society encourages us to swank about our skills and capacities. The loudest mouths seem to get all the attention and glory. And that sends a message of discouragement to all who believe in humility. However, it is also important to know that there is a long-term outcome to everything. Superciliousness is a hard act to maintain, and ultimately crumbles, but,  humility remains intact and opens the way to continuous learning.

 

Action:

Because we know nothing, we realize that we have no reason whatsoever to be arrogant. There is so much we do not know, and whatever we think we know becomes obsolete the moment after we learned about it. We need to therefore keep ourselves open to learning, keeping in mind that teachers can come in various shapes and sorts, human and nonhuman.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

~ Always Your humble friend

 

Enjoy the day, be safe.

27/12/2020, 11:27 - Raman Bharadwaj: Manuel Vega

7th, August 2020

10 strategies to help you become a more conscious leader.

 

Today’s headlines seem to indicate that the world overall is undergoing a revolution, and businesses are following suit. Companies seem to be increasingly looking for leaders to adopt a holistic understanding of what it takes to build a happy, healthy workplace for everyone, rather than having people intent on domineering their team with an authoritarian or pushy leadership style.

Rotary International, a global leadership organization dedicated to service above self, focuses on leading by example. Over the years, thousands of their servant leaders have demonstrated the value of actively paying attention to everything they think, say, and do, recognizing that others are watching their every move. This accumulated dedication has resulted in a higher quality of life, improved career satisfaction, and more ethical business environments.

It’s a lesson that can be applied to every business leader, regardless of industry or geography.

To be a conscious leader requires that you speak with integrity, lead with authenticity, and hold yourself even more accountable than others. Conscious leaders are in tune with themselves and the world around them: listening, processing, understanding…and THEN reacting. They check their egos at the door, appreciating that they are ultimately a member of a team whose members need to all be working towards the same objectives.

 

1. Cultivate self-awareness

Becoming self-aware is arguably the single most beneficial thing you can do to raise your leadership style to the next level. Self-awareness enables you to monitor and manage your strengths and weaknesses and your thoughts, feelings, and motives. Start asking yourself what it would take to bring yourself more joy, then start working towards bridging the gap between where you are and where you want to be. Bring this consciousness into everyday conversations, lunches with friends and co-workers, and the projects you take an active role in both inside and outside the workplace.

Executives who feel they are stuck find this exercise helps them to change the conversation. They come to realize that fully conscious leaders embrace their emotions, rather than denying them.

That higher level of self-awareness and a never-ending desire to learn about yourself, your emotions, and the environment around you (professional and non-professional) become integral to learning, overcoming challenges, and maximizing the results of every day inside and outside the office.

2. Who’s impacting you?

Our innermost circle plays a huge role in our character, victories, and failures…meaning now is a good time to take the pulse of who’s influencing your life and your success. Make a list of the five people you spend the most time with and write down notes about their attitude, behavior, and how they make you feel. Be painfully honest, and if you’re not satisfied with what you see, it’s time to make some changes and restructure your network.

Then take the step so many of us tend to overlook by acknowledging and showing some appreciation for the important people in your life. You might be surprised at how far a kind word can take you.

3. Meditate

This can be key, since studies consistently show meditation reduces stress, boosts creativity, enhances REM sleep, improves brain functionality and helps you focus. Whether you’re sitting quietly, walking, chanting, or trying other forms of meditation, you’ll find it deepens your level of consciousness.

4. Listen more, communicate openly and honestly

We’ve observed a trend of people at all levels talking at (and over) each other. Everyone is concerned with getting in the last word, and few of us seem actually to be listening to each other. Yet as American financier Bernard Baruch pointed out, “Most of the successful people I’ve known are those who do more listening than talking.”

So consider the fact that you have two ears and one mouth and listen more carefully. Speak more thoughtfully, even if it takes an extra minute to find the right words. Because listening…REALLY listening to what others have to say will help you get a better-rounded picture of every scenario and improve your chances of spotting and successfully overcoming the challenges coming your way.

 

Growth

 

PERSONAL GROWTH

 

PROFESSIONAL GROWTH

 

BUSINESS GROWTH

 



 

Manuel Vega07 August 2020 / 8 minutes read

 

10 strategies to help you become a more conscious leader

 

BUSINESS LEADER

 

CONSCIOUS LEADER

 

SELF-AWARENESS

 



 



 

“10 Strategies to Help You Become a More Conscious Leader”

 

Audio Player

 

00:00

 

00:00

 

1. “10 Strategies to Help You Become a More Conscious Leader”

 

8:08

 

Today’s headlines seem to indicate that the world overall is undergoing a revolution, and businesses are following suit. Companies seem to be increasingly looking for leaders to adopt a holistic understanding of what it takes to build a happy, healthy workplace for everyone, rather than having people intent on domineering their team with an authoritarian or pushy leadership style.

Rotary International, a global leadership organization dedicated to service above self, focuses on leading by example. Over the years, thousands of their servant leaders have demonstrated the value of actively paying attention to everything they think, say, and do, recognizing that others are watching their every move. This accumulated dedication has resulted in a higher quality of life, improved career satisfaction, and more ethical business environments.

It’s a lesson that can be applied to every business leader, regardless of industry or geography.

To be a conscious leader requires that you speak with integrity, lead with authenticity, and hold yourself even more accountable than others. Conscious leaders are in tune with themselves and the world around them: listening, processing, understanding…and THEN reacting. They check their egos at the door, appreciating that they are ultimately a member of a team whose members need to all be working towards the same objectives.

 

1. Cultivate self-awareness

Becoming self-aware is arguably the single most beneficial thing you can do to raise your leadership style to the next level. Self-awareness enables you to monitor and manage your strengths and weaknesses and your thoughts, feelings, and motives. Start asking yourself what it would take to bring yourself more joy, then start working towards bridging the gap between where you are and where you want to be. Bring this consciousness into everyday conversations, lunches with friends and co-workers, and the projects you take an active role in both inside and outside the workplace.

Executives who feel they are stuck find this exercise helps them to change the conversation. They come to realize that fully conscious leaders embrace their emotions, rather than denying them.

That higher level of self-awareness and a never-ending desire to learn about yourself, your emotions, and the environment around you (professional and non-professional) become integral to learning, overcoming challenges, and maximizing the results of every day inside and outside the office.

2. Who’s impacting you?

Our innermost circle plays a huge role in our character, victories, and failures…meaning now is a good time to take the pulse of who’s influencing your life and your success. Make a list of the five people you spend the most time with and write down notes about their attitude, behavior, and how they make you feel. Be painfully honest, and if you’re not satisfied with what you see, it’s time to make some changes and restructure your network.

Then take the step so many of us tend to overlook by acknowledging and showing some appreciation for the important people in your life. You might be surprised at how far a kind word can take you.

3. Meditate

This can be key, since studies consistently show meditation reduces stress, boosts creativity, enhances REM sleep, improves brain functionality and helps you focus. Whether you’re sitting quietly, walking, chanting, or trying other forms of meditation, you’ll find it deepens your level of consciousness.

4. Listen more, communicate openly and honestly

We’ve observed a trend of people at all levels talking at (and over) each other. Everyone is concerned with getting in the last word, and few of us seem actually to be listening to each other. Yet as American financier Bernard Baruch pointed out, “Most of the successful people I’ve known are those who do more listening than talking.”

So consider the fact that you have two ears and one mouth and listen more carefully. Speak more thoughtfully, even if it takes an extra minute to find the right words. Because listening…REALLY listening to what others have to say will help you get a better-rounded picture of every scenario and improve your chances of spotting and successfully overcoming the challenges coming your way.

5. Encourage collaboration

While it’s true that some internal competition can enhance performance, expand opportunities for friendship, and help a team achieve both individual and common goals, you’ll need to know how to manage conflicts that will naturally derive from each team member’s aspirations.

6. Pay attention

Notice what’s happening around you at all times, and step back to examine things from the other person’s perspective. This approach aids in problem-solving and helps generate new ideas.

7. Be honest

Help team members to know what’s expected of them by expressing your thoughts and instructions in an honest, simple, straightforward manner. Employees will feel confident, with a clear understanding of what they’re supposed to do in both the short- and long-term.

8. Admit your mistakes

In his book, “How to Win Friends and Influence People,” Dale Carnegie explains if we take ownership of our mistakes, then chances are the other party will be more forgiving. It’s not an easy thing to do, but your team will acknowledge (and learn from) their mistakes if you show them how to do it.

This strategy has also been shown to be MUCH more effective than pointing fingers and playing the blame game.

9. Live your life with integrity.

Every executive can learn something from our school children, who are being taught six core ethical values towards building character. Identified by a nonpartisan, nonsectarian group of youth development experts in 1992 as “core ethical values that transcend cultural, religious and socioeconomic differences”, these six pillars of character are: Trustworthiness, Respect, Responsibility, Fairness, Caring and Citizenship.

Our friends at Rotary International also have a four-way test of everything they think, say, and do, wherein they regularly ask:

 

Is it the truth?

 

Is it fair to all concerned?

 

Will it build goodwill and better friendships?

 

Will it be beneficial to all concerned?

 

Whether you’re taking your cues from religious leaders, schools, or the business community, these guidelines are indicative of the larger trend towards incorporating kindness and consciousness in your thinking and daily activities, and can all be summed up in a single word: INTEGRITY.

10. Be a sponge

We know a man whose philosophy is “If you’re about to go to sleep and you haven’t learned something new today, get out of bed.” That desire to educate himself about subjects large and small drives him to daily successes. His willingness to step outside his comfort zone and engage with those around him – from neighborhood children to industry titans – enables him to constantly expand his knowledge base, address the challenges he faces and positions him in the community’s eyes as someone of influence.

So be a sponge and learn as much as you can about everything; it will make you a more interesting person and increase your chances of having conversations with people you aspire to rub shoulders with.

BOTTOM LINE: Conscious Leadership suggests complete self-awareness and authenticity to be who you are. Whether or not you’ve previously recognized it, it’s the key to living a full and satisfying life.

Conscious leaders don’t focus on themselves but on the entire organization as a whole and the larger world around them. They help everyone in their organization grow individually and professionally, recognizing these same people will help the business and their leader.

Because while technology may be amazing, the mind is still the greatest tool we have for building our business and the future we want.

It’s time you start making more productive use of your best tools while guiding those around you to do the same. It’s time for you to live your personal, professional, and business life to the fullest.

27/12/2020, 14:12 - Raman Bharadwaj: Sign In

 

Managing Up

 

How to Win Over a Boss Who Just Doesn’t Seem to Like You

 

by Jay A. Conger and Allan H. Church

 

December 20, 2017

 

Chances are that at some point in your career, you’ll have at least one boss you just can’t seem to impress, or who tends to rub the wrong way.

Bosses like these don’t seem to trust you or to like working with you. And even a track record of stellar performance on the job doesn’t seem to help. The boss simply sees you as a misfit.

In this case, if you don’t act early to correct this negative perception, it is almost impossible to make a comeback. Once you’re pigeonholed as a problem or a poor fit for the team, it will be hard for your boss to see the good work you do. Your shortcomings will consume their attention. It could end in your career plateauing or even your termination.

Look for warning signs

What are the warning signs of a looming misfit with the boss? Here’s what you’ll notice.  If they start to lose trust in you, they’ll become very prescriptive in their guidance—they may say, “Make sure you do x, y, and z as you are completing this project.” or “I want you to arrive five minutes early to every meeting from now on.” They’ll start checking in sooner and more frequently to see how you are progressing on assignments: “Stop by and give me an update later today.”  If they start to think the misfit is serious, you’ll observe them correcting what you say or how you say it. They’ll start jumping in while you are presenting—a very bad sign. You will no longer be invited you to certain meetings you used to attend. Now it’s too late. If you get a negative performance review you are probably close to getting fired. You’ll be put on a performance turnaround plan, and if you don’t turn around in 30-90 days you may well be gone.

Act quickly

Pay attention to that first time the boss’s guidance feels very prescriptive or more precise than you expected. You’re still in what we call the “forgiveness zone,” which means you can regain their trust through quick corrective actions. Ask them whether there was something you did recently that triggered their feedback. Have them explain what they would have done differently in that situation. Listen carefully. They are describing their expectations about the right approach to how they want things done or the real priority they want you to focus on.  Adapt your workflow to meet their expectations, and make sure to demonstrate, in ways that are highly visible to them, your new behaviors or your heightened emphasis on their priorities.

This may seem unwarranted to you. But it’s important to remember that if you want to succeed in your job, it will always be your responsibility to adapt to your boss.

Understand your boss’s priorities

So what’s the most likely cause of a perceived misfit? It usually starts with one event. You likely hit one of your boss’s “hot buttons”—their critical performance priorities or style imperatives. For one boss, maybe you didn’t spend enough time with company distributors. For another, maybe you achieved the revenue target, but they expected you to exceed it.  Perhaps you arrived to their meeting ten minutes late without a good excuse or telling them in advance – something they consider a sign of disrespect. Or maybe they wanted a simple one-page summary report, but you handed in a twenty-page presentation – and they interpreted that as a sign you didn’t listen or, worse, that you can’t get out of the weeds. Maybe you simply didn’t keep them informed of an important set of events that was unfolding, and it took them by surprise.

As soon as you start working with a new boss, one of your priorities should be to understand their buttons. Ideally, you should ask them directly: What are your absolute priorities for your performance and mine?  What criteria should I always take into account in my decisions? When it comes to style, you should ask: How would you prefer I work with you? What do I need to avoid doing that would really bother you? Find out how they’d prefer to work with you, such as how often you two should meet, whether they prefer formal or informal meetings, if you should be reachable at all times by email and cell, and how they will measure your performance.

Watch your boss’s nonverbal cues

 

Of course, not every boss may convey what’s important to him or her.  So in addition to asking directly, watch their actions in meetings. Observe what annoys them. Observe what they praise. See which individuals engage them well, and ask yourself what it is about them that the boss finds so engaging. Look at the boss’s style of running meetings and the level of candor and pushback between the boss and the meeting participants.  Look at their office – what does it tell you about their lives, their needs for organization, the demands on them, and their preference for scheduling versus spontaneous interactions. If you can, seek out former direct reports to learn their perceptions of your boss.  And if the boss has an administrative assistant, ask that person what really irks the boss – they’ll often know better than anyone.

You should wait to solicit feedback on your behavior until you’ve worked with your boss for a little bit. We’d recommend doing so immediately at the end of a meeting where you played a major role.  Ask them directly, “What did I do well in there, and what can I improve upon next time?”  The most developmentally focused bosses will usually give you concrete guidance about what they want to see from you. Ineffective bosses may not. With them, you’ll have to pay far greater attention to their non-verbal behavior for that feedback.

But if you don’t ask directly, your boss usually won’t tell you the first time you trigger a hot button. They may assume it was unintentional on your part, but you’re now on notice – you just don’t know it yet. The second time you trigger them, however, the boss will begin to doubt you. Certainly by the third time, you’ll hear from them. But at this point, you are now identified as a problem in their minds.

So in those early days with your boss, ramp up your observation skills. The first time you trigger one of their hot buttons they’ll send you a non-verbal signal.  You’ll see a raised eyebrow or grimace or hear something like “I personally wouldn’t do it that way myself.” Do not ignore that statement — have a conversation about it afterwards.

One quality that distinguishes individuals with successful careers is an attitude that there isn’t a boss you can’t win over  – you just have to understand why they act the way they do.  Remember that all bosses want to be successful in their own right in some form or fashion. Your mission is to figure out how to help them succeed and adapt thoughtfully.

 

Jay A. Conger is the Henry R. Kravis Research Professor in Leadership Studies at Claremont McKenna College. He is the co-author of the book, The High Potential’s Advantage: Get Noticed, Impress Your Bosses, and Become a Top Leader (HBR Press, 2018).

 

Allan H. Church, Ph.D., is the senior vice president of Global Talent Assessment and Development at PepsiCo, Inc. and a Fellow of the Society for Industrial-Organizational Psychology. He is the co-author of the book, The High Potential’s Advantage: Get Noticed, Impress Your Bosses, and Become a Top Leader (HBR Press, 2018).

28/12/2020, 09:02 - Raman Bharadwaj: *Listen* for more - you'll hear silence too...

 

*Guiding Quote:*

The greatest gift you can give another is the purity of your attention. ~ Richard Moss

 

*Point to Ponder:*

If we think of the most common sentence we speak everyday when we meet

others, “How are you?” and we expect no more than “Fine, and you?” our intention is often not to hear more than that. We cannot even start imagining that

someone would want to really tell us how they are. Why not change that? Why not show that we really care? Our body language can add meaning to our most common question. We can give more attention. It will enrich those around us,

ourselves, and our connection.

 

*Action:*

The greatest gift we can give is by listening. Listening to our family and make sure that we aren't

caught in too many distracting activities. We listen to our colleagues and do not get carried away by our ambition. Let's listen to nature too and not ignore

this true friend of ours. Let's listen to those around us, because they are precious.

 

Wishing you a good day, my friend.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

28/12/2020, 09:43 - Raman Bharadwaj: Workplace mental health & wellbeing isn’t exactly a new topic - it’s been on trend for quite some time. Offices across the globe have begun to embrace workplace wellbeing with initiatives such as lunchtime running or yoga clubs, to wellbeing rooms in the office. But what can 2020 teach us about workplace wellbeing?

2020 was certainly the year of ‘WFH’. Your colleagues found themselves in March scrambling for space in the house for a laptop and workspace. And whilst they kept your business afloat despite Covid-19 and Lockdown, many have found their mental health impacted.

A recent study on mental health in Ireland post-pandemic has found ‘four waves’ of the impact of the virus, including huge increases in poor mental health amongst the Irish population. Broken routines, isolation from family and friends and worries over personal and family health are just three elements that has caused this rise in poor wellbeing.

Let’s explore what your business can learn from this impact on wellbeing during the pandemic, and how you can encourage positive mental wellbeing in 2021, whether in the office or at home.

2020: What Can Be Learnt?

 As we approach 2021, covid-19 has not disappeared. Whilst vaccines begin to be approved, the fight isn’t over and neither will the impact of the virus on your colleagues disappear.

 Here’s what can be learnt from workplace wellbeing trends in 2020:

1.    Zoom Calls Can’t Beat A Handshake

Video calls have become the staple trend of workplace practice in 2020. After all, how would we have got through this year had it not been for the ability to remote work?

However, it is clear that zoom calls can’t beat a handshake and in-person meeting; the loss of tone, expressions and energy from a room can be detrimental to workplace productivity.

As we move into 2021, we will hopefully move further back to in-person meetings over refreshments - just remember that the Zoom call should not replace those meetings in the future!

2. Remote Working Isn’t For Everyone

In 2020, some colleagues will have indulged in working from home - away from distractions in the office, with their own timetable and control over their working day.

However, others will have struggled with remote working; juggling children, caring responsibilities or a poorly-timed delivery isn’t easy. Pair this with the loneliness for some staff, remote working isn’t always a great combination.

Whilst you may make working from home a staple benefit, remember that it isn’t for everyone and that office activities and social events are still key.

3. Remember To Make Up For 2020

Covid-19 isn’t going to disappear overnight, vaccine or no vaccine. But that doesn’t mean that you should forget the social events that your colleagues will have missed because of the pandemic.

In 2021, make sure that you put workplace wellbeing at the forefront of your operations when possible - organise that Christmas Do in April, have those charity coffee mornings when possible, reinstate those lunchtime running clubs. Whatever it is, make sure your HR team places workplace wellbeing at the top of the priority list in 2021!

28/12/2020, 11:02 - Raman Bharadwaj: Developing Leadership Quality

 

The leadership journey starts with an innovative idea and the courage to take that idea forward into practicality. When a team works for a single vision, that is the vision of the one who leads—it could be a business owner, project initiator, team leader, etc. If you have a business, you already are a leader, leading ahead in the direction of your goal.

 

Leaders have plenty of things to perform with lots of pressure, obligations, authority, responsibility, and guidance. While talking about all these challenges, leadership also holds a great opportunity. And what do you think, how can a leader further learn to brush up their skills? This can be done by reading and learning from the experiences of other leaders. Most successful leaders never stop their learning, rather they keep gathering knowledge.

On the journey of exploring what other leaders have to say about leadership development, some believe that the framework of leadership is not as complex as it looks. It's as simple as choosing the correct skill for the correct job, and the one who can do it has the capability of becoming a leader. There are some especially important things that a leader needs to keep a constant check on: building a professional yet personal bond with the team members, regular meetings, keeping track of the roles and responsibilities of the team, the challenges they are facing, and how these challenges can be sorted.

As human beings, we tend to underestimate our potential, which can only be explored by pushing the boundaries of our own capabilities. The people who step out of their comfort zone and understand that they have more potential than they may initially think flourish as great leaders.

Here are some of the points that focus on the perks of developing leadership quality and constantly gaining knowledge about it:

 

Introduce yourself to new ideas

Efficient leaders always welcome new ideas and the most effective ways of doing them. Constantly reading about other leaders' experiences and learning will help you build your own perspective, expand your understanding of the scenario, and implement it into your business.

 

Step out of your comfort zone

A leader has plenty of things to do, and one of them is to land sometimes into uncomfortable or maybe vulnerable situations in order to expand or grow. Constant challenges help you examine your thought process, the spontaneity of handling a situation, and the application of the knowledge gathered. This will ultimately help you extract the best out of you.

 

Help you avoid the same mistakes

Learning from others' experiences can save you from falling into the same pit in your own business. Hence, one can drive the best advice from the leaders themselves.

 

A Leader From Home

 

In the new normal trend of working from home, do you wonder how leadership can be managed from home? Before this pandemic, working from home was not that common, or very few people did and many others were willing to try out. While some are still trying to cope with this way of working, here are some of the points to keep in mind in this new normal situation in order to successfully work and lead from home.

 

Be Clear At Once Or Overexplain Things

 

Being a leader at home will take extra effort. When being at the office any issue can be addressed then and there, while distance working can create miscommunications. Overcommunicate with the team to provide additional details so things can move as smoothly as possible.

 

Monitor At Each Level

 

It's important for a leader to monitor at each level. It's tough to spot escalations when everyone is working separately. Every decision that a leader makes should be discussed with the team or at least should be in the notice of the team members so they can work accordingly. Recognize difficulties early to avoid future problems.

 

Keep In Touch Or Group-Work

 

Working in collaborations gives the best results. Fix a few hours for interacting with each other, arrange conference calls, and use virtual platforms to exchange thoughts. This proves to be one of the best practices to lead from home.

 

Recognize Effort And Achievements

 

It’s difficult to recognize the work while working distantly. It needs extra effort to motivate the ones who are dedicating more time to work and are trying to showcase results. This applies as well to those who are still trying to absorb the situation. Even if a few team members are not able to deliver like they used to, then it’s the leader's duty to push and encourage them to perform.

 

People Look Up To These Leaders

 

People often talk about or look up to leaders who lead by example. By being a leader, you can have an outsized positive influence on those around you.

History witnesses the power of leaders. Till today we have been following the footsteps of those who have led and set the rules for their nation. Nothing positive can happen till someone steps ahead to lead, not only in the corporate industry but in other sectors, too. A single vision has the capability of changing the world and with the above-discussed points, you can be that person.

 

After reading this article, we are sure that you might have some key points on how to step forward as a leader. Whether you are at a starting point of a business or you own many companies and are an expert businessman, one should consistently strive to be the better version of themselves and an effective leader too. Exposing yourself to new ideas and learning from previous and someone else’s mistakes is a great way to develop leadership quality.

28/12/2020, 11:04 - Raman Bharadwaj: How To Build And Develop Your Leadership Skills

 

What makes a good leader? Everyone has a different definition of a 'good leader', but for me a good leader is someone who leads and let others lead him. One who provides effective communication. While a leader's actions may be scrutinized when things are going bad, it is their leadership qualities that shine through the worst of times. A good leader learns something new every day and is open to improvements.

 

Sitting in my office one day, I was wondering whether I'm a good leader for my subordinates. The question got glued to my head and I kept wondering throughout the day. Being in the development management sector, I understand the need for great leaders and very frequently discuss it with my colleagues. That day I decided to not just speak about being a good leader, but educate my students on building their leadership development skills that will make a difference.

I then realized what leadership means to me: “I will be a great leader if I am able to make my students even better leaders than I ever was”.

So, here are some tips on how to develop your leadership skills:

 

1. Be An Inspiration

 

Being a good leader depends on how you get things done. An effective leader should be able to motivate others and drive them to do their best in the worst situations. Great leaders move us and inspire us to do our best work. The best way to become a great leader is train yourself to become better and better every day; not only help others learn and grow, but also make sure you learn and grow as the organization grows.

 

2. Keep Learning

 

Some say that some people are born leaders. I somewhat agree, some people indeed have inbuilt qualities and a great talent to lead others. But, for me, experience also makes good leaders. We learn and grow every day. We follow and we lead. It all comes around in a circle. If today I am learning from my leader, tomorrow I can be myself a leader and make others learn.  A great way to develop your leadership skills is to take on more responsibility: with responsibilities comes more experience. If you have a great leader to look up to, you too can become a great leader whom others will look up to.

 

3. Communicate, Communicate, Communicate

 

Communication is one of the most powerful tools. You can solve most problems and overcome most obstacles if you are a good communicator. Even someone who excels in many aspects of leadership will probably hit a ceiling if he or she is not a good communicator. A good communicator is not just a great speaker but a great listener too, so that nothing said can get misunderstood or misinterpreted. It’s important to keep a tab on everyone involved in your team and make them feel equal. It's important to schedule weekly meetings to maintain a good line of communication to avoid problems which might occur later due to miscommunication.

 

4. Always See The Bigger Picture

 

Remember that if you're a good leader, you must have the ability to overcome unpredictable challenges. You must have a contingency plan ready ahead of any situation or circumstances. A trait of a good leader is the ability to see the bigger picture and foresee problems before they occur. The ability to foresee and provide suggestions for avoiding potential problems is invaluable for a leader.

 

5. Let Your Actions Speak For You

 

We all remember good leaders. We all in our lives have come across a leader who has always motivated us in some way or another. As they say, you will probably remember a good leader but a great leader is truly unforgettable. Our actions define who we are.

 

A great leader is someone who leads their team and motivates them to perform at their best, but he is also someone who challenges them and persuades them to move out of their comfort zone and at the same time make them work as a team. A great leader is someone who helps his/her team members grow personally and professionally, strategically nurtures future leaders, and at the same time realizes the importance of providing emotional support at the right time.

A great leader is not someone who brings out the best from the best, but someone who has the ability to bring out the best from the worst.

28/12/2020, 11:05 - Raman Bharadwaj: Develop Your Leadership Skills Through Inquiry

 

Leadership skills are divided into hard skills and soft skills. Hard skills are workplace-specific practical skills, such as proficiency in a trade, computer program, or knowledge about specific business practices. These skills are learned during education and career. Soft skills are a bit hazier and generally considered to be more difficult to teach. Soft skills are personal and interpersonal skills. They talk about how well a person can relate to others and manage/lead a team.

This example of a soft-skills' list comes from an eLearning article by N. Andriotis:

 

Communication

 

Teamwork

 

Decision-making

 

Problem-solving

 

Empowerment

 

Empathy

 

The Importance Behind How We Cope With Stress

 

You’ll need all of these skills at some point or other for you to influence your work environment in effective and positive ways. Which skill is the most influential in any one situation, of course, depends on your situation! When your mind is clear, it will become obvious which skill is needed.

And that is exactly the crux and the main difficulty in living—and showcasing—inspiring leadership qualities at your workplace. When your mind is clear you, will have no difficulties; you will know what to do without fail. And mostly, our mind is not clear. On a regular day, the human mind is cluttered with thoughts, beliefs, and expectations.

As we arrive at work, we already have a schedule for the day in our minds. We have been here before (yesterday, probably), and so we think we know how this day will develop. We have deadlines to meet, communications to fulfill, tasks to complete. If you are working in a successful business, it is safe to assume that your day will be full, or expected to be full, before you have even started it. Living with this mindset entails a certain amount of tension. If you have achieved any leadership position you likely thrive on some tension. Fulfilling a certain number of challenging tasks on any day is part of what satisfies you about your work.

Working within this tension is a little bit like walking on a tight rope—it is exhilarating as long as all goes well. When expectations are no longer met, the tension starts to be experienced as stress. Stress arises when we no longer agree with what is happening. We "argue with reality," as Byron Katie so aptly describes it. When we would prefer a situation to be different from how it is presenting itself in any given moment, we experience stress. This stress at work can have any number of perceived causes. Someone you relied on doesn’t do their job. A computer breaks down. Your appointment calendar dropped an appointment. A client complains. Someone is sick, or not showing up. Fill in your own blank.

How well we cope on any given day depends on our general health status, on the number of stressful situations we encounter this day, week, or month, and the strength of our support team. All of these have an influence on our mental state. What we often don’t take into account is that, to begin with, our mental state influenced all of those.

We are often not aware of the influence we have had on the situation before the situational feedback that we perceive. We are focused on the world out there, in front of us. We forget to tend to the world inside of us. It is in the internal world that emotional intelligence, self-awareness, empathy, decision-making skills and listening skills can develop and mature. These skills are needed for team interactions and to empower our teammates. If we don’t know ourselves, if we don’t know our reactions, motivations, trigger points, core values, and belief systems, we are not grounded.

We tend to understand being grounded as a connection to the earth, but really, it is a connection to ourselves, to our internal environment. When we are grounded in who we are, know ourselves and are in contact with ourselves throughout our day, only then we can act with true power. Our mind is clear, and we know what to do.

The reason why meditation has become such a valued tool is exactly this. In meditation we learn to become more self-aware, we start to be in touch with our internal environment. It is not easy to transfer the calm of meditation into the workplace environment. If we don't succeed we can end up reproaching ourselves. We are discouraged because we don’t progress fast enough. In the meantime, stress sticks around.

 

How We Use Inquiry-Based Learning

 

When we add inquiry-based learning to our toolkit to cope with stress, we can calm our minds and, at the same time, transform workplace challenges that are specific for ourselves and for this time of our lives. Inquiry is a tailor-made process for you to develop the leadership soft skills needed for your work situation.

With inquiry we question our thinking about a situation. As we go through the process, we learn about our emotions and reactions, we understand how we have been responsible for the presenting situation, and we become very clear on how to move forward. We experience being in our own power. The process complements meditation and any other self-development tool you already use. Inquiry, also known as The Work of Byron Katie, consists of 4 questions and turnarounds. It is nothing without your own answers to the questions and fits the thinking process like a glove.

An example of how to use inquiry would be to question a situation of verbal disagreement (see below). Most of us are somewhat identified with our opinions—understandably so because, obviously, we think we are right. As a result of that, it can be difficult to deeply listen to someone who has a different opinion. Our mind already formulates what we want to say in response, tells us how this other person is wrong, and how they can be convinced. Underlying these motivations there might be time constraints, personal likes or dislikes, or insecurities. So if our colleague doesn’t agree with us and raises their voice, we might feel attacked.

To follow this inquiry, I invite you to find a situation at your work when you felt attacked in this way and answer the questions based on that situation.

 

Example Workplace Situation: “He/She/They Attacked Me.”

 

Question 1 Of Inquiry: Is It True?

 

The answer to Q1 is Yes or No only. And notice how the mind would like to justify, argue, and be right.

My answer is YES (I remember the physical experience of being attacked. I felt attacked, yes.)

 

Question 2: Can I Absolutely Know This Is True?

 

The same question with a slightly different emphasis—Can I absolutely know this? Again, the answer would be Yes or No only.

My answer would be No. Not absolutely true.

 

Question 3: How Do I React, What Happens When I Believe This Thought: "They Attacked Me"?

 

In this question, we explore our internal environment and watch our reactions and body language. We learn about the consequences of belief.

I might recoil. I feel first fearful, then angry. This happens fast. Going forward from there I keep a throttle on my underlying emotions because I don’t want to act out of anger. I am no longer at ease. I become defensive, in my opinion. I start to dislike this person. I might take a step back. I might drop my gaze, look sideways, or start to stare into their face. My voice might become quieter or louder, my body language defensive (crossed arms) or aggressive (use hands to point, gesticulate). My body feels tense—across shoulders, my back might be stiff; or if more fearful, my legs might feel weak. I feel a push in the chest. My throat might be tight, my face frowning, my jaw tense.

These sensations and reactions in the body are the results of me thinking that I am under attack. They feed the reality of attack back to my mind, eliciting further thinking along the same lines. These new thoughts keep the body in the state of attack. Our mind literally develops our own proof and acts on that.

 

Question 4: Who Would I Be, In This Same Situation, Without This Thought: "They Attacked Me"?

 

In question 4, we allow a reality without the thought. We can’t drop the thought—that’s not possible—but we can imagine.

Without the thought, I can see that this topic is obviously important to the person in front of me. I observe their body language, I continue to listen. I see that they felt unheard, so I ask more questions to make sure I understand. My body is relaxed, I maintain eye contact. I pay very close attention. I stay connected. It is in my best interest to understand where they are coming from, and why it is so important to them. In this we meet, we are on the same page.

My body feels relaxed, my face feels relaxed, I am all ears and attention. This feels good, appreciative and alive. I like myself like this. In answering question 4, I explore a kinder, more connected reality. Without fail, this reality is also more open and powerful.

 

Turnarounds

 

The 4 questions of inquiry are followed by “turnarounds.” The original statement can be turned to its opposite, to the self and the other. We find examples of how this new statement could be as true or truer for this situation.

 

Turnaround to the opposite: “He/she/they are not attacking me.”

It is a conversation. They are defending their opinion. No attack is happening.

 

Turnaround to the other: “I am attacking them.”

In question 3, I found how this is true. When I believe that they are attacking me, I attack back.

 

Turnaround to the self: “I am attacking me.”

Literally, this is what is happening in the feedback loop of my thinking, emotions and body sensations. I am caught in a closed system of attack.

 

 How Does This Process Help?

 

Through this inquiry, I have found my responsibility in the situation for how I felt, I have named and experienced my emotional state and found the cause of it (my thinking), and I have explored different truths. Through entertaining question 4, I have taught myself a different possibility of reacting in a stressful situation like this. This different possibility is far more comfortable and satisfying. My mind and body will remember this the next time. If you followed this inquiry with your own situation in mind, you have experienced a threatening person in a different light. This one inquiry could change your whole relationship.

Inquiry is a simple and very powerful tool.

When you use inquiry as a practice to question your stressful and therefore limiting beliefs at work, walking that exhilarating tightrope of fast-paced challenges becomes an effortless flow. As stressful situations arise, you turn to them with your full attention. As you allow reality to unfold in front of you, you will encounter new solutions and fresh perspectives. Eventually, you realize that the only real difficulty you could possibly encounter is your own thinking.

28/12/2020, 11:08 - Raman Bharadwaj: Soft Skills, Hard Results: The Benefits Of Leadership Training

 

When businesses first embark on employee training, they tend to focus on hard skills that are essential for day to day operations and easy to define and measure—things like teaching office employees Excel or showing fast food employees how to flip burgers.

But while hard skills are an easy sell, the oft-neglected soft skills are essential for leading people, solving problems, earning customer trust, and closing deals—all key factors to business success. A soft skills-focused online training program helps prepare present and future executives to face such challenges.

 

Top 6 Leadership Soft Skills You Should Teach Your Employees

 

Here are the 6 most important leadership soft skills that you need to teach your employees to help them become more efficient executives and better team managers.

 

1. Communication

 

They say that whole wars can be won or lost based on how effective an army's communication network is. The same holds true in business. Successful leaders know how to facilitate open and effective communication, both within their team and throughout the company. To achieve this they first need to master the art of effective communication themselves.

A soft skills training course focused on business communication skills will allow your executives to write and express themselves more clearly, and help them build their public speaking skills.

 

2. Teamwork

 

One of the most important leadership soft skills is knowing how to organize and run a team.

Merely getting a bunch of employees to work in the same office is not enough to qualify them as one. The key ingredient to building a real team is teamwork (as the word itself hints). It’s all about knowing how to properly split the work that needs to be done, and how to combine individual strengths and skills towards a common goal.

 

With the exception of a few natural born corporate leaders (such as Bill Gates and Jeff Bezos), leadership and delegation skills do not come easy to most employees. The fact that team dynamics can often get incredibly nuanced only helps to further complicate things.

Online leadership training gives executives the soft skills and tools that they need to manage their teams and empowers them to identify and fix the most common problems preventing effective workplace collaboration.

 

3. Decision-Making

 

One of the reasons why leadership training is important is because most people are really bad at making decisions.

There are lots of ways to fail at decision making:

 

over-thinking a decision (aka "analysis paralysis")

 

focusing on insignificant details (aka "bikeshedding")

 

underestimating how long a project will take

 

obsessing over extremely unlikely negative outcomes

 

rushing to a decision based on incomplete information

 

Among the main benefits of leadership training is that it helps instill a structured approach to decision-making in executives. In other words, it turns decision-making from an ad-hoc process (of "listening to one's gut") into an organized endeavor based on asking the right questions and answering them with the appropriate data.

 

4. Problem-Solving

 

A successful leader is, first and foremost, a problem solver. They are the one others will call on when they can't find a solution to a business issue by themselves.

Problem-solving, along with decision-making, is one of the most important leadership soft skills. While newly encountered business problems might seem unique, the truth is that few things are really new under the sun.

Most issues a business leader is called to handle have occurred again in one form or another and usually, call for a similar solution to what has been used in the past. Through a combination of studying common business problems and their solutions, and teaching common problem-solving techniques  (such as divide-and-conquer), a soft skills training program will arm prospective business leaders with the tools needed to dissect, analyze, and solve any issue thrown at them.

 

5. Empowerment

 

Businesses rarely fail because their employees lacked hard skills. Through a combination of pre-employment screening and employee training, those are usually pretty well catered for. It's more common for businesses to fail because their leadership lacked soft skills. That's why the importance of leadership development in the workplace cannot be stressed enough.

One of the most crucial, but sadly overlooked, leadership skills, is empowerment. That is the ability of leaders to encourage and inspire their team members to take initiative. An online leadership training program that tackles this soft skill should emphasize the importance of delegation, and how a sense of ownership (of a particular workflow, project, product and so on) can work wonders in motivating employees.

 

6. Empathy

 

Empathy, or emotional intelligence, is another soft skill that some people innately possess, and others need to be taught. A non-empathetic person in an executive role can cause great damage in a work environment. Lack of empathy among managers can de-motivate employees, instill fear and suspicion among team members, and increase employee churn.

Often, though, it's not sociopathy that's the issue, but inexperience in applying empathy in the workplace. A manager, for example, might need specific training to be able to recognize certain emotions among employees, and to understand how they affect employee morale, and to know how to handle them.

One of the most important leadership soft skills is knowing when to put the mask of cold professionalism aside, and engage in emotional support, humor, camaraderie, etc., with the members of your team.

 

The Benefits Of Leadership Training

 

As is evident from this post's list of important soft skills, there are lots of things an employee poised for a leadership role (or even a seasoned executive) can gain from leadership programs.

The benefits of a soft skills training program extend, of course, to the business running it:

 

1. Increased Productivity

 

More often than not, it's not external obstacles that hurt a company's productivity, but self-imposed organizational failures. A leadership with the proper soft skills can help address the biggest threats to a team's productivity, such as friction between team members, under-utilization, inability to delegate, communication issues, and so on.

 

2. Improved Office Culture

 

Soft skills training can help office leaders turn a toxic work environment into a friendly and productive one. The ability to listen to employee concerns and empathize with them, for example, can be leveraged to identify and fix any problematic aspects of your office environment. An improved office culture, in turn, can help boost employee satisfaction, and reduce churn.

 

3. Greater Agility

 

Soft skills also help make a company agiler, and faster to respond to changing market conditions and customer requirements. Proper communication, for example, will reduce confusion and help employees focus on what needs to be done.

Similarly, increased teamwork and employee empowerment will help you leverage your team's skills to reach desired targets faster. Similarly, an improvement in your managers' problem-solving skills will let them tackle issues faster and with clarity.

 

4. Enhanced Transparency

 

One of the worst things that can happen to a company is for the upper management to be getting a distorted picture of the truth "on the ground". This distortion can happen because of fear (e.g. employees avoiding to be bearers of negative news), miscommunication, or simply lack of coordination. A leadership soft skills training program can help increase transparency throughout the company, and shed light on existing problems and future concerns at all levels.

 

Conclusion

 

Even though people's skills are often overlooked, the need for businesses to provide their employees with a balanced mix of hard and soft skills training is unarguable.

28/12/2020, 11:10 - Raman Bharadwaj: Discover Why Soft-Skills Training Is Essential For Global Managers

 

It’s not just about adapting to the foreign culture, how a global manager is chosen presents either an “all foreign culture” that contrasts the corporate ideology or a home manager forcing the corporate culture in the foreign market. The intellectual, psychological, and social skillsets in global managers require an equilibrium to influence the confidence, trust, and integrity that emanates from the leadership. This is where the ethical platform often gets undermined because global managers are eagerly trained for cultural adaptation when they are to be relocated to another country, but they are never trained in soft skills.

 

The Expatriate Manager

 

As expatriate managers, they may possess the abilities to manage a subsidiary, yet they are not equipped to balance the hard and soft skills that will ensure their success in the country of a different culture. This is the reason many expatriate managers crumble, not primarily because of culture shock, but more so because they cannot find the balance between how their home corporation is run and how to blend that with the new culture they are faced with. The balance requires a special perceptive ability and blend of characteristics that stretch the emotional intelligence to blend the corporate culture to which they are accustomed and the foreign country’s culture to make it work for them, their company, and the country. It also establishes a strategic framework for productive cooperation and relationships among employees and with peripheral stakeholders for the success of the multinational company.

The 21st-century expatriate manager needs not just knowledge in culture but an understanding of the host country’s culture combined with an innovative spirit and excellent interpersonal and communication skills. Therefore, for MNCs to remain successfully competitive in the global economy, they cannot apply a standardized recruitment and selection process for expatriate managers. The absence of soft skills is the prime reason so many problems or challenges are faced by human resources in the competitive world. Employees, acquaintances, business partners, distributors, and suppliers of the host-country must be well understood through this global mindset.

"Leadership of the tribe or the pack comes naturally as their natural leader. Outside your tribe or pack, you need to be a supra-national leader. Your natural gifts of empathy, intuition, perseverance and critical thinking skills form an operating base, which floats. You will never move from there unless you abandon the haven of basic instincts and take your listening skills to the supra-national level to relate equally well across cultures. At that level, the environment changes quickly and often. Your mind must move with the changes while you are anchored to the floating base. That’s how “soft skills” work today." — Gerard Pemberton CEO, Strategy and Governance Consultant

 

 Awareness Of Cultural Differences

 

Differences in culture can lead to misunderstandings and stereotypes. Hence, managers, even to new exotic lands, must be able to recognize these differences, be sensitive and respectful of them. If a manager is unable to recognize the discrepancies between cultures, then the people will not be able to work together, the teams will fail because there is a misunderstanding between the behaviors, and there will be stereotyping. There are great cultural differences among people who make up global companies. Understanding how people think, work, eat, and interact in a foreign workplace is crucial to building a successful operation. Mistakenly, tactics applicable to U.S. situations will not be necessarily applicable to other countries. Behaviors, sensitivities, and responses from every country are different as are the histories and environmental situations that affect them. Therefore, not all cultural situations and the ways in which people think are the same, yet there may be some sociocultural elements or special skills that do not address the people skills factor. These are so essential to the cultural nuances that their absence causes insurmountable failures and losses to foreign ventures.

It was found that successful companies focused on clients’ needs and human development and showed quality and client growth as common success factors. It is difficult for the corporate headquarters culture to transition to the employees in a foreign country, but the training offered on a large scale will result in a good retention rate for the firm. Leadership skills are necessary to build trust and integrity with the clients of the foreign country. These skills should be imparted via education in order to develop more globally-thinking, young professionals for the enhancement of this aspect for long-term business sustainability. It was revealed in a survey that executives in South and Latin America have found that for business sustainability and competitiveness, soft skills, such as critical thinking, problem-solving and life skills, are essential.

Leadership Culture

 

Not implementing the appropriate corporate culture affects the integration process. Local culture affects organizational culture, which has to be implemented in a strong and acceptable way by the global manager. However, organizational culture must promote trust, value, and respect for cultural diversity. Therefore, a manager must be capable of building interpersonal relationships exuding trust and loyalty in the internal and external network of the MNC to realize an acceptably influential corporate culture, credibility, and competitiveness. A leadership culture fosters innovation, collaboration, and implements successful strategies and integration in a multicultural environment. To develop this type of leadership is “new hard work,” requiring a mindset that believes in change for oneself, which subsequently fosters a successful culture and process of change in the MNC or subsidiary. A manager must have a skilled leadership culture in order to have employees’ trust, engagement, and collaboration. Full participation in the corporate culture for shared strategies and goals is necessary for a sustainable MNC. Interpersonal skills must promote trust in a holistic perspective to allow personal, professional and social interactions to excel and find balance. This is further combined with organizational and self-management skills that integrate and complement the technical and hard skills. Only when these interpersonal skills develop can the relational skills emerge successfully.

All subsidiaries in the various locations are focused on skills and strategies for recruits, employees, and clients. There is a strong emphasis on soft-skill factors, such as culture, diversity, strategic engagement, ethics, communication, leadership, empowerment, and various human development aspects. These are all targeted on the goals of the company. On a global level, companies need to have intensive training in soft skills, leadership and interpersonal skills, and have long retention rates.

 

Conclusion

 

Good management skills and business skills are driven by open-mindedness. It requires analytical and creative abilities to incorporate cultures and behaviors and, thus, add more perspective to the dynamics. Managers must be able to look at systems and ideas in different countries and see how they could be applied to global operating situations requiring a similar solution. Diverse networks and relationships are key factors for global development in a leadership strategy. Competitive global operations are a support network enabling managers to achieve business success and increase customer goodwill. They become a human supply chain by being able to cross-fertilize knowledge and expertise within the corporation.

28/12/2020, 11:12 - Raman Bharadwaj: Why Is It Important To Hone Soft Skills In The Workplace?

 

Many organizations focus on performance management and product knowledge training because they directly impact company sales. But they fail to recognize the importance of soft skills. Even though abilities such as communication, conflict resolution, and problem-solving underlie every aspect of business operations. In every department and job role, employees must hone their interpersonal prowess to improve customer service stats and build a stronger team dynamic. Not to mention, persuade clients to seal the deal. But that's just the tip of the workforce development's iceberg. Here are a few perks that highlight the importance of honing soft skills in the workplace.

 

1. Boost Workplace Productivity

 

Soft skills improve employee performance and productivity across the board. Staffers are able to manage their time more effectively and communicate their thoughts with ease. Which allows them to speed up task completion times without compromising quality. A stronger team dynamic, thanks to interpersonal skills, also facilitates greater collaboration. Everyone understands their role and works together to achieve common goals. Instead of letting resentment build up under the surface until it spills over on the sales floor.

 

2. Reduce Risks

 

Lack of self-awareness and confidence makes things risky in the workplace. For example, an employee is unable to communicate with their manager or adapt to new policies or protocols. Thus, they break the rules or violate company policy. Soft skills help them mitigate risks and solve problems on their own. They use creative reasoning to think of all possible approaches and repercussions. Then follow through to achieve the best outcomes. Their strategic planning enables them to gaze into the crystal ball of performance management to avoid compliance violations.

 

3. Improve Customer Service

 

Of course, the most direct benefit of soft skills in the workplace is a spike in customer satisfaction. Employees are better equipped to actively listen to consumers' needs, identify the problem, and help them resolve it. They also have more compassion and empathy. Which goes a long way in the customer service department. For example, a customer calls in with product issues. The call center employee patiently listens to their complaint then asks targeted questions to clarify the problem. The employee stays calm and collected even if the customer becomes irate because they can see things from the other POV.

 

4. Increase Sales

 

Happy customers lead to more sales. But soft skills in the workplace also benefit your sales team during the negotiation process. Employees can use their skills to engage with the customer/client on a personal level without blurring their professional boundaries. Customers appreciate the fact that staffers aren't treating them like a walking cash machine. They take the time to discuss the consumers' paint points and match them with the right product. They also overcome buying reluctance with tact. For instance, clients never feel coerced into a sale because the employee has mastered the fine art of persuasion.

 

5. Build A Stronger Team

 

It's not only the front-end customers who reap the rewards of soft skills training. Your employee becomes a cohesive unit because they're able to collaborate and respect each other's perspective. These skills build a stronger team and a sense of community. Everyone remains positive and faces challenges with optimism. They treat every new obstacle as an opportunity to grow and identify personal areas for improvement. In many respects, skill-based training makes them more well-rounded. You're not simply focusing on their sales pitch or compliance knowledge. Your company is investing in the essential building blocks that allow them to get the job done and maintain their sanity.

 

6. More Self-Confidence, Less Stress

 

Another notable perk of soft skills in the workplace is greater self-confidence and self-esteem. Employees know they have what it takes to complete their job duties. Training has given them all the tools they need to overcome challenges and creatively resolve their differences. There are also fewer conflicts so that team members can rely on each other for moral support. Then, there are the stress-reducing benefits. More confidence and assurance lead to lower stress levels. Staffers don't just have greater compassion for others, but themselves. They make a mistake and regard it as a learning opportunity. A chance to learn valuable lessons and move forward. Rather than beating themselves up for the next week and feeling inadequate.

7. Improve Employee Retention

 

The retention of perks or two-fold. Firstly, you retain top talent because they have all the essential skills. You've invested in their professional growth, and it pays off. You don't have to pay to hire and train their replacements. And you hold on to top performers who continue to widen your profit margin. Secondly, soft skills boost online training benefits by improving knowledge retention. Employee training participants can manage their time more efficiently and get the most from experience. They encounter a problem and immediately turn to the training library because they possess strong planning, organization, and self-evaluation skills. Instead of letting the gap get even bigger thanks to lack of initiative.

Sure, soft skills in the workplace are more challenging to measure because they're nuanced. There are no business reports and sales stats to evaluate employee proficiency. You can't simply conduct a multiple-choice exam to identify preexisting gaps. However, you can use LMS metrics and real-world assessments to gauge their professional development. To spot areas for improvement and help your team boost productivity and reduce risks. Then address them with JIT support tools and personalized certification courses.

29/12/2020, 10:45 - Raman Bharadwaj: *Patience*

 

*Guiding Quote:*

He that can have patience can have what he will.

~ Benjamin Franklin

 

*Point to Ponder:*

It is all in our hands to get depressed or feel uplifted. While we cannot prevent

ourselves from being less positive on some days, we can still can choose to remain mostly joyful. The greatest predicaments are conquered by a sense of purpose. Unfortunately, many people fail to define their purpose and find their goal. Do not be one of them. Finding your purpose is a matter of turning inward and examining your interests. What excites you? Where is your star?

 

*Action:*

Let's focus on the positive and become stargazers. How beautiful is the sky! Let's imagine ourselves high up there. How great to be able to dream! How wonderful to have

thoughts like dreaming. Our mind is ours, and the freedom of our thoughts

is the thing no one can take from us. Let's look at the stars and determine our path to them. Our life is a promise.

 

Enjoy the day my friend staying safe.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

29/12/2020, 10:52 - Raman Bharadwaj: *Patience*

 

*Guiding Quote:*

He that can have patience can have what he will.

~ Benjamin Franklin

 

*Point to Ponder:*

A martial arts student went to his teacher and said earnestly, “I am devoted to

studying your martial arts system. How long will it take me to master it?”

The teacher’s reply was casual: “Ten years.”

Impatiently, the student answered, “But I want to

master it faster than that.

I will work very hard.

I will practice everyday, ten or more hours a day if I have to. How long will it take then?”

The teacher thought

for a moment. “Twenty years.”

(Adopted from John Suler, “Zen Stories to Tell Your Neighbors”)

Patience is a virtue that can only be taught through time.

 

Action:

We all have at some point of time or the other realized that patience is almost outdated in today’s hurried society, but that it

provides us with an advantage if we practice it when and where no one else does.

 

Wishing you an enjoyable day my friend.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

29/12/2020, 16:32 - Raman Bharadwaj: https://www.thehindu.com/news/cities/Delhi/foreign-national-held-for-running-herbal-oil-scam/article27903450.ece

29/12/2020, 19:22 - Raman Bharadwaj: *Positivity...*

Guiding Quote:

We are all in the gutter, but some of us are looking at the stars.

~ Oscar Wild

 

We cannot prevent

ourselves from being less positive on some days, yet, on such of those days, we can still can choose to remain mostly joyful. The greatest predicaments are conquered by a sense of purpose. Unfortunately, many people fail to define their purpose and find their goal. Do not be one of them. Finding your purpose is a matter of turning inward and examining your interests. What excites you? Where is your star?

 

*Action:*

Let's focus on the positive and become stargazers. How beautiful is the sky! Let's imagine ourselves high up there. How great to be able to dream! How wonderful to have

thoughts like dreaming. Our mind is ours, and the freedom of our thoughts

is the thing no one can take from us. Let's look at the stars and determine our path to them. Our life is a promise.

 

Enjoy the day my friend staying safe.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

29/12/2020, 20:57 - Raman Bharadwaj: *A Balance is Required...*

 

Yes, to get ahead in life this is essential.

 

*I know it...*

It is an *attitude,* this thing called, "I know it..."

It can hinder growth. It will keep people wanting to stay connected with us. Some people do this despite their not knowing, just to show they are smart.

 

An "Empty Cup."

A well learned and experienced wise man once visited a Zen monk to inquire about Zen.

As the Zen Monk talked, the learned wise man would often interrupt to express his view point.

Digusted finally, thr Zen Monk stopped talking and started to serve tea to the wise learned man.

He poured the cup full, it overflowed till no more vould be poured and spilled over not just the cup but fell on the wise learned man's trouser's.

"Stop it, will you," yelled the wise learned man.

"Like this cup, you too are overflowing with your interrupting opinions, thoughts and blocking anything from entering your mind," replied the monk and quickly added, "If you do not empty your cup how can you taste my new tea.

 

Friends as this story demonstrates clearly, you will not perceive, learn or understand anything new unless you ready yourself by intently listening ears and make your mind like the empty cup, which get's ready to receive anything poured in."

29/12/2020, 21:26 - Raman Bharadwaj: Applying The Current Best Thinking Framework To Your Own Career Development

George Bradt, Senior Contributor Leadership Strategy.

 

If you are the best you can be, the only way to go is down. Couple that with former Stanford Business School dean, Robert Joss’s insight that only 20% of leaders have the confidence required to be open to help and the only possible conclusion is that we’re all works in progress and we should all invest in improving ourselves – with others’ help. Accept that you’re in charge of you. Get help. Build on your Current Best Thinking to bridge the gap between your current reality and future possibilities.

 

Roger Neill designed his Current Best Thinking framework for problem solving. It’s easily applied to your own career development if you have the confidence accept that there is a problem to solve and that others can help you solve it. What follows is an adaptation of Roger’s framework to apply to your own career development at any stage of your career. First, core premises:

You’re in charge of you. Own your own career development. Certainly, get help from others. But no victims allowed. No blaming circumstances or anyone else. You are both the problem and the problem owner.

 

There are ways that you could turn those no's into

 

Success In 60 Seconds: Katrina Lake On How To Take No For An Answer

 

Stitch Fix Founder Katrina Lake shares how she turned perpetual skepticism into her biggest business advantage

 

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If you are the best you can be, the only way to go is down. Couple that with former Stanford Business School dean, Robert Joss’s insight that only 20% of leaders have the confidence required to be open to help and the only possible conclusion is that we’re all works in progress and we should all invest in improving ourselves – with others’ help. Accept that you’re in charge of you. Get help. Build on your Current Best Thinking to bridge the gap between your current reality and future possibilities

 

Roger Neill designed his Current Best Thinking framework for problem solving. It’s easily applied to your own career development if you have the confidence accept that there is a problem to solve and that others can help you solve it. What follows is an adaptation of Roger’s framework to apply to your own career development at any stage of your career. First, core premises:

You’re in charge of you. Own your own career development. Certainly, get help from others. But no victims allowed. No blaming circumstances or anyone else. You are both the problem and the problem owner.

 

Get help. You know the value of getting diverse perspectives on problem solving. Invite and cherish those diverse perspectives on your own career development. Treat others input as gifts.

Build on your Current Best Thinking. This is a combination of career planning 101 and gap-bridging problem-solving. Start with future possibilities, objectives and goals. Step back and assess the current reality. Then deploy the Current Best Thinking problem-solving approach to generate ideas. Turn those into a remedy. Commit to specific actions.

 

1. Future Possibilities. Start with possibilities. What would make you happier? Recall, happiness is three goods. What’s the right blend for you going forward of i) doing good for others, ii) doing things you’re good at, and iii) doing good for yourself? What do you really want in terms of relationships, health and well-being, financial rewards and your own emotional state? Pull those together into long-term career objectives and short-term goals

 

2. Current Reality. Get help doing a brutally honest assessment of where you are now. How much impact are you really having on others? What are your current strengths and gaps? What’s the real balance of your current relational, physical, financial and emotional bank accounts?

 

3. Best current thinking, not for them to comment on or improve the thinking – yet.

Ask them to highlight the most positive of your best current thinking – so you start by feeling good.

Ask them to identify the key barriers keeping your best current thinking from working. Get all the barriers on the table at the same time before working any of them.

 

 

x

 

If you are the best you can be, the only way to go is down. Couple that with former Stanford Business School dean, Robert Joss’s insight that only 20% of leaders have the confidence required to be open to help and the only possible conclusion is that we’re all works in progress and we should all invest in improving ourselves – with others’ help. Accept that you’re in charge of you. Get help. Build on your Current Best Thinking to bridge the gap between your current reality and future possibilities

 

Roger Neill designed his Current Best Thinking framework for problem solving. It’s easily applied to your own career development if you have the confidence accept that there is a problem to solve and that others can help you solve it. What follows is an adaptation of Roger’s framework to apply to your own career development at any stage of your career. First, core premises:

You’re in charge of you. Own your own career development. Certainly, get help from others. But no victims allowed. No blaming circumstances or anyone else. You are both the problem and the problem owner.

 

Get help. You know the value of getting diverse perspectives on problem solving. Invite and cherish those diverse perspectives on your own career development. Treat others input as gifts.

Build on your Current Best Thinking. This is a combination of career planning 101 and gap-bridging problem-solving. Start with future possibilities, objectives and goals. Step back and assess the current reality. Then deploy the Current Best Thinking problem-solving approach to generate ideas. Turn those into a remedy. Commit to specific actions.

 

Future Possibilities. Start with possibilities. What would make you happier? Recall, happiness is three goods. What’s the right blend for you going forward of i) doing good for others, ii) doing things you’re good at, and iii) doing good for yourself? What do you really want in terms of relationships, health and well-being, financial rewards and your own emotional state? Pull those together into long-term career objectives and short-term goals

 

Current Reality. Get help doing a brutally honest assessment of where you are now. How much impact are you really having on others? What are your current strengths and gaps? What’s the real balance of your current relational, physical, financial and emotional bank accounts?

 

Current Best Thinking. Think through potential options to bridge these gaps.

 

Pull it all together into your current best thinking around a) your picture of success, b) your current reality, and c) how to bridge the gaps.

Share that going-in perspective with those that have agreed to help you. Where Roger’s approach generally works better in a group so people can build off each other’s ideas, you’ll most likely want to do this one-on-one so no one holds back for fear of embarrassing you in front of others.

 

Answer their questions for clarification to help them understand context and your best current thinking, not for them to comment on or improve the thinking – yet.

Ask them to highlight the most positive of your best current thinking – so you start by feeling good.

Ask them to identify the key barriers keeping your best current thinking from working. Get all the barriers on the table at the same time before working any of them.

 

Decide on the most important barrier to work.

 

some positive element to be able to think to yourself.

 

Success In 60 Seconds: Katrina Lake On How To Take No For An Answer

 

Stitch Fix Founder Katrina Lake shares how she turned perpetual skepticism into her biggest business advantage

 

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Current Time 0:57

 

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Duration 1:02

 

Loaded: 100.00%

 

 

 

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About Brightcove

 

x

 

If you are the best you can be, the only way to go is down. Couple that with former Stanford Business School dean, Robert Joss’s insight that only 20% of leaders have the confidence required to be open to help and the only possible conclusion is that we’re all works in progress and we should all invest in improving ourselves – with others’ help. Accept that you’re in charge of you. Get help. Build on your Current Best Thinking to bridge the gap between your current reality and future possibilities

 

Roger Neill designed his Current Best Thinking framework for problem solving. It’s easily applied to your own career development if you have the confidence accept that there is a problem to solve and that others can help you solve it. What follows is an adaptation of Roger’s framework to apply to your own career development at any stage of your career. First, core premises:

You’re in charge of you. Own your own career development. Certainly, get help from others. But no victims allowed. No blaming circumstances or anyone else. You are both the problem and the problem owner.

 

Get help. You know the value of getting diverse perspectives on problem solving. Invite and cherish those diverse perspectives on your own career development. Treat others input as gifts.

Build on your Current Best Thinking. This is a combination of career planning 101 and gap-bridging problem-solving. Start with future possibilities, objectives and goals. Step back and assess the current reality. Then deploy the Current Best Thinking problem-solving approach to generate ideas. Turn those into a remedy. Commit to specific actions.

 

Future Possibilities. Start with possibilities. What would make you happier? Recall, happiness is three goods. What’s the right blend for you going forward of i) doing good for others, ii) doing things you’re good at, and iii) doing good for yourself? What do you really want in terms of relationships, health and well-being, financial rewards and your own emotional state? Pull those together into long-term career objectives and short-term goals

 

Current Reality. Get help doing a brutally honest assessment of where you are now. How much impact are you really having on others? What are your current strengths and gaps? What’s the real balance of your current relational, physical, financial and emotional bank accounts?

 

Current Best Thinking. Think through potential options to bridge these gaps.

 

Pull it all together into your current best thinking around a) your picture of success, b) your current reality, and c) how to bridge the gaps.

Share that going-in perspective with those that have agreed to help you. Where Roger’s approach generally works better in a group so people can build off each other’s ideas, you’ll most likely want to do this one-on-one so no one holds back for fear of embarrassing you in front of others.

Answer their questions for clarification to help them understand context and your best current thinking, not for them to comment on or improve the thinking – yet.

Ask them to highlight the most positive of your best current thinking – so you start by feeling good.

Ask them to identify the key barriers keeping your best current thinking from working. Get all the barriers on the table at the same time before working any of them.

Decide on the most important barrier to work.

 

Ideas => Remedy. Bat ideas on how to fix most important barrier back and forth: WYDIS (What You Do Is.) How you react to their ideas is critical. If you’re at all defensive, they’ll hold back.

Pull the ideas together into a possible remedy to that barrier (testing.)

If the possible remedy is not strong enough, continue to work this barrier. If the remedy works, determine whether that is enough to solve the overall problem and move your forward towards your objectives and goals.  If yes, move on to action steps. If not, work the next most important barrier.

Action Steps: Commit to what you’re going to do by when to make this theoretical solution real changing yourself from problem owner to solution owner.

29/12/2020, 21:30 - Raman Bharadwaj: Know there are only three interview questions – ever.

 

Can you do the job? (Strengths)

 

Will you love the job? (Motivation)

 

Can we tolerate working with you? (Fit)

 

No one cares about you. They care about what you can do for them.

10. Prepare answers to the only three interview questions – from their perspective.

 

Strengths that they need

 

Motivation to do their job

 

Fit with their culture.

 

Dig into the culture. The BRAVE framework can help. Make sure you understand:

 

Behaviors: Flexible vs. stable discipline | Interdependent vs. independent | Enjoyment vs. order

 

Relationships: Purpose vs. authority | Informal vs. formal communications | Diffused vs. hierarchical decisions

 

Attitudes: Innovation vs. minimum viable strategy | Proactive vs. responsive | Learning vs. safety

 

Values: Purpose as intended vs .as written | Open/shared vs. directed learning | Caring vs. results focus

 

Environment: Open vs. closed layout | Casual vs. formal décor | Work-life balance vs. work-focused facilities

 

Get help figuring out which side of the road to drive on as every organization drives on different sides of the road in all sorts of different ways which are not going to be intuitively obvious to you. Leverage scouts (who went before,) seconds (committed to helping you,) and spies (helping you behind the scenes.)

 

In a hot landing, like all landings in a pandemic,

 

Jump right in to help

 

Learn with everyone else

 

Let your leadership emerge over time.

 

MANAGE THE MESSAGE

 

Identify the contributors, watchers, and detractors. Contributors share your agenda. Detractors want to stop you. Watchers haven’t decided yet.

 

Move them one step at a time.  You’re not going to turn the detractors into contributors. Instead, turn the contributors into champions, the watchers into contributors, and get the detractors out of the way.

 

Be. Do. Say. No one will believe what you say. They will believe what you do. But if your actions match your words and not your fundamental, underlying beliefs, you will get caught. This is why you have to start there.

 

MAP your communication efforts across Message, Amplifiers, Perseverance. Turn the “old guard” into allies and amplifiers by 1) switching the “we” immediately, never talking about your old company again, 2) standing on the shoulders of giants (the old guard) as you go forward, and 3) leveraging new external platforms for change to enroll the old guard as partners.

 

Do not start by talking about yourself.  No one cares about you. Their only question is “What does this mean for me?” In particular, this means do not come in with a presentation about yourself, your values and your ideas.

 

Do start by answering their questions. (Knowing the only question that matters per tip #28.)

 

Clarify your organizing concept. This is the strategy or concept behind your communication points. Get that right so you can flex on the rest.

 

Make your communication emotional, rational and inspirational – in that order. Emotionally connect with people first. Then lay out the brutal, rational facts of the situation. Then inspire them to be part of the solution with a specific call to action inspiring new emotions.

 

SET DIRECTION. BUILD THE TEAM.

Co-create a burning imperative. This is the pivot from converging to evolving.

 

If you tell people to do something, the best you can ever get is compliance.

 

If you want their contribution, sell, test or consult.

 

If you want their commitment, you need to co-create.

 

Put in place a milestone management system. Strategies are theoretically elegant and practically useless until turned into actions with clarity around what’s getting done by when by whom. Make sure someone owns the process and follows through on milestone tracking on a regular basis.

 

Over-invest to accelerate the delivery of one or more projects as early wins to give the team confidence in themselves.

 

Get the right people in the right roles early on. The #1 regret experienced leaders have looking back on their careers is not moving fast enough on people.

 

Invest in under-performing people in the right role.

 

Support effective people in the right role.

 

Cherish outstanding people in the right role.

 

Move out under-performing people in the wrong role.

 

Move over effective people in the wrong role.

 

Move up outstanding people in the wrong role.

 

SUSTAIN MOMENTUM. DELIVER RESULTS.

 

Evolve people, plans and practices over time.

 

Systematize a management cadence

 

Manage core talent, strategic, capability and operating processes annually/quarterly.

 

Track programs monthly.

 

Track projects weekly.

 

Track tasks daily – perhaps with huddles.

 

Take a strategic approach to risk management: Observe. Assess. Plan. Act.

 

Downplay minor and temporary changes. Control and stay focused on priorities.

 

Evolve through minor and enduring changes, factoring into ongoing team evolution.

 

Manage major and temporary changes. Deploy your incident management response plan.

 

Restart following a major and enduring change. Jump-shifting your strategy, organization and operations to lead through the point of inflection.

 

Lead through crises

 

Think Stockdale Paradox confronting the brutal facts head on with optimism about the future.

 

Keep all eyes on your purpose (mission, vision, values/guiding principles)

 

Act by i) assessing the situation and scenarios, ii) confirming objectives and intent, iii) laying out options and expected outcomes, iv) prioritizing with accountabilities, v) executing, monitoring, iterating.

 

Communicate emotionally, rationally, inspirationally.

 

Keep going. Keep growing, conducting a self-assessment and getting stakeholder feedback to inform course corrections in culture,

29/12/2020, 22:49 - Raman Bharadwaj: Transformation that our education system ignores.

 

Let's begin from the beginning.

 

We all grow up in envirnments which are

Rational or Emotional Strongly Rational + Little Emtional

Strongly Emotional + Little Rational or in the other various combination.

 

What follow will challenge the Rational side of Emotional Thinkers and the Emotional side of Rational Thinkers.

 

*Stage 01 - Awareness*

Develop Self-Awareness.

Explore every aspect - work, life, and other unfilled areas.

A feeling of not being able to realize one's full potential. Not able to realize 100% of ourselves. A feeling that there's something missing. And this something that's missing feeling never allows us to relax.

 

*Stage 02 - Discovery*

Our mind begins to search for answers as to what's missing, what's the discomfort?

These can be something external like workplace, unfriendly colleagues,troublesome boss, nasty customer, uncomfortably bad physical space etc., all of which one can convenient put the blame on. That's easy but, the many internal ones that are there are the one's that need to be addressed. These could be our physical health, mental wellness, poor listening skill, low perception, difficulty in understanding, ability to express clearly, etc.

 

*Stage 3 - Ownership* Enpowerment comes from our willing to take responsibility. We need to own things that happen to us - external and internal. It could be beliefs, mindsets, limiting beliefs and thought processes etc., that hold us back.

 

*Stage 4 - Exposure.*

We believe that our beliefs are universal truths and settle in for that rather than confronting your own self for accepting trus as untrue and vice versa.

A pattern of shifting our beliefs. Here our reasoning and emotion, both, comes to play.

 

*Stage 5 - Intention.*

This is the threshold of personal change. Having gone through the first four stages ond reaches a point where one realizes. Broad direction to specific outcomes.

 

*Stage 6 - Action*

Taking action.

"I have fallen 10k times before I learnt to stand up."

 

*Stage 7 - Integration*

All stages have been passed and you become more evolved. A better version of yourself.

29/12/2020, 23:44 - Raman Bharadwaj: T. S. K. Raman

Is a Professional Coach niche areas being Emotional Intelligence, Leadership Coaching, Executive Coaching, Career Management Coaching and  Life Coaching.

 

T. S. K. Raman, a believer in need to be a value-adder.

 

Has an experience of 40 years in corporates in the domains of

Advertising/Media, Manufacturing,

Informational Technology particularly Product and Service Sectors.

 

He has all round Management Experience as a Strategist with expertise in Leadership, Management Development, Organisational Change, Cultural Change (emphasis on learning and application culture) Talent Development and Executive Coaching.

      

It is not all work and no play for him - was a keen sportsman having played Cricket, Football, Volleyball, Basketball, Baseball, Tennis, Table Tennis.

Indoor - Carroms, Chess, Bridge.

Swimming, travelling, meeting people making friends are other things he likes.

 

An avid read, writer, story-teller and speaker.

 

Active on LinkedIn enjoying a followership of near 30,000 professionals.

Enjoys a fairly large number followers both of DB and WhatsApp on a daily basis.

 

Academics :

MBA - OU

PG Diploma - Advertising and Marketing, Bharatiya Vidhya Bhavan (Gold Medalist)

PG Diploma - Journalism, Bharatiya Vidhya Bhavan (Gold Medalist)

PG Diploma - Public Relations and Communication, Bharatiya Vidhya Bhavan (Gold Medalist)

 

All India Marketing Communicator Award from FICCI, 1984.

Association of Business Communicator of India Award Winner 1980.

 

Blessed with having a family of achivers in their own right

30/12/2020, 11:49 - Raman Bharadwaj: *A Balance is Required...*

Yes, to get ahead in life this is essential.

 

*I know it...*

It is an *attitude,* this thing called, "I know it..."

 

It can hinder growth. It will keep people wanting to stay connected with us. Some people do this despite their not knowing, just to show they are smart.

 

An "Empty Cup."

A well learned and experienced wise man once visited a Zen monk to inquire about Zen.

 

As the Zen Monk talked, the learned wise man would often interrupt to express his view point.

 

Digusted finally, the Zen Monk stopped talking and started to serve tea to the wise learned man.

 

He poured the cup full, it overflowed till no more vould be poured and spilled over not just the cup but fell on the wise learned man's trouser's.

 

"Stop it, will you," yelled the wise learned man.

 

"Like this cup, you too are overflowing with your interrupting opinions, thoughts and blocking anything from entering your mind," replied the monk and quickly added, "If you do not empty your cup how can you taste my new tea.

 

Friends as this story demonstrates clearly, you will not perceive, learn or understand anything new unless you ready yourself by intently listening ears and make your mind like the empty cup, which get's ready to receive anything poured in."

 

Have a good day my friend.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

30/12/2020, 16:56 - Raman Bharadwaj: David Epstein’s new book, Range, isn’t about parenting per se, but Epstein thought a lot about parenting while he was writing it. And not just because his first child was born a few months before its publication.

 

Range, a book about the value of being a generalist rather than a lifelong or career-long specialist, argues that many of the most effective people in elite professional fields (such as sports, art, and scientific research) succeed not despite the fact but because they find their way to that particular field after pursuing other endeavors first. The concept of parenting, particularly the guidance and gatekeeping of children’s hobbies and interests, seems to consistently hover just outside the page margins—because it’s hard to argue that anyone plays a more vital role in overseeing people’s academic, artistic, and athletic pursuits early in life than their parents. As Epstein put it in an interview with me, “Before this was even a book idea, I was interested in [early childhood] specialization, particularly in sports. And you cannot interact with that area without parents being front and center.” Range’s primary takeaways for parents are both clear and counterintuitive to contemporary parenting wisdom: Let kids find out on their own that they’re passionate about something, and let them quit and pursue something else when they find out they aren’t.

 

Epstein opens Range with the story of the strikingly laid-back upbringing of Roger Federer, believed by many to be the greatest male tennis player of all time. Unlike Tiger Woods—another sporting legend, whose early, all-consuming childhood specialization in golf under his father’s tutelage has become a template for parents who want to prime their kids for excellence—Federer played several sports as a child and an adolescent. His parents encouraged him only in the direction of good sportsmanship, and when he began to gravitate toward tennis, they cautioned him against taking the sport too seriously. Years later, Epstein notes, Federer would credit the hours he spent dabbling in basketball, handball, skiing, wrestling, swimming, table tennis, and skateboarding with helping him develop his hand-eye coordination and his famously well-rounded athleticism.

30/12/2020, 16:57 - Raman Bharadwaj: Range: Why Generalists Triumph in A Specialized World

 



 

Print | eBook | Audiobook

 

3 Sentence Summary

 

Harkened by the popularity of Malcolm Gladwell’s 10,000-hour rule, famous chess prodigies, and sports superstars, advice to rack up hours of focused, deliberate practice and specialize early has almost been accepted as basic truth – until now. In this persuasive counter-point, David Epstein argues that early specialization is the exception, not the rule. In a wicked world, where we are constantly facing rapidly changing demands, we desperately need people who aren’t afraid to quit and try something new, who think broadly and rely on a breadth of diverse experience to find creative solutions.

 

5 Key Takeaways

 

The world needs both vertical-thinking specialists AND lateral-thinking generalists.

 

An early sampling period is sometimes better than a focused head start.

 

Difficult learning now makes for superior performance later.

 

We learn who we are when we try new things. We learn in practice, not in theory.

 

Don’t be afraid to quit. Persistence for the sake of persistence can get in the way.

 

Range Summary

 

Please Note

 

The following book summary is a collection of my notes and highlights taken straight from the book. Most of them are direct quotes. Some are paraphrases. Very few are my own words.

These notes are informal. I try to organize them by chapter. But I pick and choose ideas to include at my discretion.

Enjoy!

 

Specializing is A Case, Not The Rule

 

We are often taught that the more competitive and complicated the world gets, the more specialized we all must become to navigate it.

 

Roger Federer is the counterpoint to Tiger Woods. Federer grew up playing many different sports and only started concentrating on tennis much later in his teenage years. This is actually the more prevalent path to sports stardom.

 

Foregoing a head start to develop range is worth it.

 

Kind and Wicked Domains

 

“Kind” learning environments are domains in which instinctive pattern recognition is rewarded. Golf and chess are both good examples.

 

“Wicked” domains have unclear rules, patterns may not be recognizable, and feedback is often delayed, inaccurate, or both.

 

Our greatest strength is the exact opposite of narrow specialization. It is the ability to integrate broadly.

 

Creativity

 

In open-ended real-world problems, we have a huge advantage over computer AI.

 

No savant (someone who has extraordinary abilities in a narrow field) has ever been known to become a “Big-C creator.”

 

Creative achievers tend to have broad interests.

 

 Read More: Creativity: The Psychology of Discovery and Invention

 

Education

 

Modern work demands knowledge transfer: the ability to apply knowledge to new situations and different domains.

 

Education should foster critical intelligence, not obsess overspecialization. We must learn how to think before being taught what to think about. Fermi problems are a good example.

 

Constrained and repetitive problems are likely to be automated. But there is the potential for huge reward for those who can take conceptual knowledge from one domain and apply it to an entirely new one.

 

A sampling period – in lieu of a head start – is integral to the early development of great performers. Narrowed focus and lots of deliberate practice come later.

 

The more contexts in which something is learned, the more the learner creates abstract models. Then learners become better at applying their knowledge to a new situation. This is the essence of creativity.

 

“Hypercorrection effect” – The more confident a learner is of their wrong answer, the better the information sticks when they subsequently learn the right answer. Tolerating big mistakes can create the best learning opportunities.

 

Don’t give hints. Let people be wrong. Correcting them later will make the lesson stick.

 

If things come easily then you’re not learning. Make it difficult. Make it frustrating.

 

The learning road is slow. Doing poorly now is essential for better performance later. Desirable difficulty.

 

Practice

 

Interleaving = mixed practice. Don’t do the same scenario in repetition. Helps you match the right strategy to the problem at hand.

 

The most successful problem solvers spend mental energy figuring out what type of problem they are facing before matching a strategy to it, rather than jumping in with memorized procedures.

 

Look for outside analogies. Find deep structural similarities to the current problem in different ones.

 

When generating new ideas or facing novel problems with high uncertainty it’s best to evaluate an array of options before letting intuition take hold.

 

Persistence and When It’s Okay to Quit

 

Don’t be afraid to quit. Exploration and switching are necessary to find a good match. Only then should you worry about specializing.

 

Quitting isn’t always an admission of failure. Sometimes it’s the sign of astute recognition that better opportunities are available.

 

Persistence for the sake of persistence can get in the way.

 

Keep an open mind. Take something away from every experience.

 

Evaluate yourself for where you are right now. What are your motivations? What would you like to learn? What are your opportunities? Decide on the best match for right now and keep the door open to switch later.

 

Fail fast and apply what you learn to the next venture.

 

Finding Your Path

 

Our work preferences and our life preferences do not stay the same because we do not stay the same.

 

Specializing early is a task of predicting match quality for a person who does not exist yet.

 

We learn who we are by doing, by trying new activities. We learn in practice, not in theory.

 

Test and learn is a better strategy than plan and implement when exploring your career.

 

Don’t work back from a goal. Work forward from a promising situation.

 

“I know who I am when I see what I do.”

 

Specialized knowledge can make you blind to all of the possibilities.

 

Excavate old knowledge but wield it in a new way. Cross-pollinate ideas.

 

The world needs both vertical-thinking specialists AND lateral-thinking generalists.

 

Sometimes more experience makes performance worse. This is especially true in domains that lack automatic feedback. Effective habits of the mind are more important.

 

Never rely solely on the data presented. Always ask, “Is this the data we want to make the decision we need to make?” There is danger in reaching conclusions from incomplete data.

 

The Generalist At Work

 

The chain of communication has to be informal, completely different from the chain of command. Circular management. Information is allowed to flow in many directions.

 

We need to teach people how to think, how to reason.

 

Work that builds bridges between disparate pieces of knowledge is less likely to be funded, less likely to appear in famous journals, more likely to be ignored upon publication, and then more likely in the long run to be a smash hit in the library of human knowledge.

 

Moving Forward

 

When you push boundaries, the work must be inefficient. That’s okay.

 

Don’t feel behind.

 

Learn and adjust as you go.

 

Experience is never wasted.

 

Research in myriad areas suggests that mental meandering and personal experimentation are sources of power and head starts are overrated.

30/12/2020, 22:30 - Raman Bharadwaj: https://read.amazon.com/kp/kshare?asin=B08PQSXM2M&id=4gl53f2y4rfkzaqhb63ex6d2b4&reshareId=GD2WTWFG341C8HTM4W4Z&reshareChannel=system

31/12/2020, 10:18 - Raman Bharadwaj: *Happiness* most elusive

 

Guiding Quote:

Everyone chases after happiness, not noticing that happiness is right at their heels. ~ Bertolt Brecht

 

Point to Ponder:

An old cat saw a kitten chasing its tail and asked, “Why are you chasing your

tail?” The kitten replied, “I’ve been attending cat  philosophy school and I have learned that the most important thing for a cat is happiness, and that happiness is my tail. Therefore, I am chasing it, and when I catch it, I shall have happiness forever.” The wise old cat replied, “I wasn’t lucky enough to go to school, but as I’ve gone through life, I too have realized that the most important thing for a cat is happiness, and indeed that it is located in my tail. The difference I’ve found though is that whenever I chase after it, it keeps running away from me, but when I go about my business and live my life, it just seems to follow after

me wherever I go.”

 

Action:

Let's learn to be peaceful, happy and grateful for existing. There is good everywhere there is good.

It takes 334 days for Jauary to reach December and in just a flick of second December passes on the baton to continue the journey foward. That's the truth in life too, things can change in just a moment.

December and January both have the same number of days and the weather too is more or less the same. Except that in December we tend to look back at the days and months tgat went by as if we conduct an appraisal, whereas in January we are just filled with hopes and dreams.

 

Wishing you the very best for today and thank you for being a part of my life journey. Let's step in 2021 with a bigger hope and take on all the challenges that come our way.

Prayers to the Almighty to Bless You and Everyone Yours Everywhere - Abundantly, Generously, Infinitely with Cheer, Joy, Happiness, Health, Peace and Prosperity.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman

31/12/2020, 10:21 - Raman Bharadwaj: *Humorous but true...*

 

   If Corona had a year end appraisal, it would read like this:-

 

1. Responsible for Global Digital Transformation and fast-tracking.

 

2.Reduction of Global CO2 emission.

 

3.”Restructuring” of Five million jobs.

 

4.Global Hygiene initiatives:

Ensured 100% compliance on washing hands... leading to collateral reduction of other communicable diseases.

 

5. Made global industry shift to WFH - saved exposure and costs.

 

6. Reduction in global noise pollution by making everyone keep their mouth shut (while masked).

 

7. Taught cooking, vegetable shopping, housekeeping to many.

 

8. Highlighted the importance of governance, adaptability and long term planning, by all sectors.

 

9. Spiritual contribution - Provided ample time to all egoistic and self-centered people to contemplate their moral-self.

 

10. Provided a big boost to the Pharma sector and brought small utility stores back into priority.

 

11. Taught family values and values of life.

 

12. Taught many how to manage funds by making them avoid the so called necessary but truly unnecessary expenses.

 

13. Proved by demonstration that anything can be managed from Home.

 

Rating.. A++

31/12/2020, 11:30 - Raman Bharadwaj: Book Review: Trillion Dollar Coach

 

 Jonathan Sachs

 

2 years ago

 

Google alumni Eric Schmidt, Jonathan Rosenberg and Alan Eagle wrote Trillion Dollar Coach as a tribute to their late friend and coach, Bill Campbell. In the book, Campbell is memorialized as a larger than life personality, with a role in helping to shape leadership and business strategy for companies like Apple, Intuit, and Google.

Campbell, a former football player and coach for the football team at Columbia University, ended up in Silicon Valley in the 1980s and became the Vice President of Sales and Marketing for Apple. After his experience at apple, he went on to lead several companies, including Intuit. Later in life, Bill Campbell became a confidant and coach for some of Silicon Valley’s titans, such as Steve Jobs, Ben Horowitz, and Sheryl Sandberg.

The book is filled with Campbell’s wisdom as a business veteran, successful leader, and a warm and principled person. To begin, the book shares an account of Campbell’s funeral, which was attended by a wide range of Bill’s friends including his regular golf caddie at his home in Mexico, as well as Silicon Valley’s most well-known tech leaders. Campbell was known for his hugs, treating everybody the same, and his community building opportunities, like the annual Super Bowl trip, which he endowed in his will.

Campbell had all the characteristics of a good coach: brutal honesty, wisdom, complete confidentiality, loyalty, and accessibility, to name just a few. He imparted lessons to already extremely successful people in values-based leadership, how to run an impactful meeting, putting the team first, and achieving organizational and product alignment.

To get access to more of Campbell’s rich wisdom, you are going to have to buy the book, which I recommend partly because of the lessons within it and partly because coaching is an often overlooked, but necessary quality, for the most successful leaders.

If you think about it, leaders of companies play the role of a coach. In many businesses, the front-line, customer-facing staff and product developers are not in management roles. Like a sports coach, who plays the game through the players, management is almost always in the role of working to deliver a product or service through the employees. Reading this book will help give leaders insight over how to coach employees towards success.

Coaching is also not just the role of the leaders, including the CEO, but also a resource that leaders, especially CEOs, should invest in for themselves. Campbell was an outside eye, an adviser, almost like an organizational doctor, who could diagnose problems and work through solutions with the CEO. Often, leadership at the top of an organization can be lonely and isolating. Having a coach can help the CEO improve and be exposed to things he may not otherwise see.

To understand this point in greater detail, I recommend you watch Atul Gawande’s 2017 TED Talk on coaching. Gawande, a world-class surgeon, learned a lot about improving his surgery technique when he hired a coach. He believes that coaching is essential to becoming great in any field.

If Steve Jobs needed a coach, all of us probably do as well. I am sure many readers of this book will feel as I do, that it would have been a rare privilege to get to meet Campbell before he passed away. May his memory continue to be for a blessing.

KEY TAKEAWAY: Coaching is a core competency for successful leaders. The right coach can help a leader achieve greatness by showing them dynamics in the organization that they may not otherwise see. A leader who coaches their team members can open up incredible potential in the entire organization.

31/12/2020, 12:41 - Raman Bharadwaj: My dear friends... all,

Its the last lap of the last day of the year 2020.

It was awesome connecting and getting to be among you all. I would like to thank you all for being part of my life journey.

 

Every single day of learning and sharing I was a receipent has been immense as much as I have relished sharing my thoughts with you. All these things have helped me immensely to evolve into a better me. I am taking 3 big learnings from this year.

 

1. This year has taught us the importance of working on Self. We need to give priority to self growth above everything else. That is the only way we can contribute better.

 

2. Second learning is the importance of Connection. Building authentic connections that support our growth is a conscious choice we must make. Connecting with people who inspire you, challenge you and push you beyond your boundaries.

 

3. The third learning has been the power of building a tribe of wonderful people connected by a common intent or purpose. Together we learn so much more, we are able to expand our perspective and stay committed to our growth.

 

As we step into 2021 together, I encourage you to step up and explore new possibilities that exist for you. Be limitless and create a life that you truly deserve. Wishing you and your family an incredible 2021!

31/12/2020, 12:41 - Raman Bharadwaj: <Media omitted>

31/12/2020, 14:50 - Raman Bharadwaj: Friends what follows are two  bit from my experience as we sign of yet another decade stepping into the next.

It is a bit long, may need about 9 minutes of your time. Am sure you'll find it worthwhile.

 

This will my last piece for 2020. There's some talk about WhatsApp not working on some phone from tomorrow. Am not sure if it is true but I learn it is some versions of Android and Apple.

 

Am sharing this without taking any chances.

If WhatsApp stops I will figure out what to do.

 

2020 has taught me not to plan too much forward but take this as the come day by day, moment by moment.

31/12/2020, 14:52 - Raman Bharadwaj: Going back to my working days a bit more than a decade  ago am reminded of my leadership journey.

 

*Transformation that our institutional system ignores.*

 

Let's begin from the beginning.

 

We all grow up in environments which are

- Rational or Emotional

- Strongly Rational + Little Emtional

- Strongly Emotional + Little Rational or in various other combinations.

 

What follows will *challenge* the *Rational side* of *Emotional Thinkers* and the *Emotional side* of *Rational Thinkers.*

 

*Stage 01 - Awareness*

Develop Self-Awareness.

Explore every aspect - work, life, and other unfilled areas.

A feeling of not being able to realize one's full potential. Not able to realize 100% of ourselves. A feeling that there's something missing. And this something that's missing feeling never allows us to relax.

 

*Stage 02 - Discovery*

Our mind begins to search for answers as to what's missing, what's the discomfort?

These can be something external like workplace, unfriendly colleagues,troublesome boss, nasty customer, uncomfortably bad physical space etc., all of which one can convenient put the blame on. That's easy but, the many internal ones that are there are the one's that need to be addressed. These could be our physical health, mental wellness, poor listening skill, low perception, difficulty in understanding, ability to express clearly, etc.

 

*Stage 3 - Ownership* Enpowerment comes from our willing to take responsibility. We need to own things that happen to us - external and internal. It could be beliefs, mindsets, limiting beliefs and thought processes etc., that hold us back.

 

*Stage 4 - Exposure.*

We believe that our beliefs are universal truths and settle in for that rather than confronting your own self for accepting trus as untrue and vice versa.

A pattern of shifting our beliefs. Here our reasoning and emotion, both, comes to play.

 

*Stage 5 - Intention.*

This is the threshold of personal change. Having gone through the first four stages ond reaches a point where one realizes. Broad direction to specific outcomes.

 

*Stage 6 - Action*

Taking action. Tell yourself,

"I have fallen 10k times before I learnt to stand up."

 

*Stage 7 - Integration*

All stages have been passed and you become more evolved. A better version of yourself.

by

Raman

31/12/2020, 14:52 - Raman Bharadwaj: Sitting back and being a bit more wiser has led me to discover 3 important steps on the road to conscious leadership.

 

*1. Let go of your ego*

As I evolved along my professional journey, so have my views on leadership. Let’s put aside all the research and theories out there for a moment. What I have come to realize and appreciate is that as we move up the corporate ladder, so does our ego. As leaders, we have this expectation that everyone should heed our advice, because, after all, we have years and years of valuable experience to share with them. And when “they” do not listen, “we” cannot seem to understand why. We certainly know what we are talking about, right?  We wear the lenses of knowledge and valuable experience and we want everyone to see what we see, because it’s proven…in fact, we have the track record to prove it. The problem is, the underlying current is our pride and ego, and somehow that seems to shine through the crack of that ladder as we climb and make our way towards the top. And as humble as we may feel that we are being along that journey, our ego lurks in the background, forming a barrier between us and the results we are looking for.

 

*2. Embrace your role as a teacher, mentor and a coach.*

Clearly something needs to shift in this leadership formula…..maybe it’s just time to wear a different set of lenses? Maybe we should be seeing everything through the lenses of a teacher, then a mentor and later as a coach, instead of through the lenses of a manager and leader. After all, there is no ego in teaching, as teachers/mentors have a different set of expectations. Teachers/Mentors naturally embrace the different learning styles of their students and patiently, creatively, find ways to get their messages across. They take pride not in what they have done but in how much their students have grown from their teachings. They accept that their students may have good days or bad days, may listen or not listen, may score high or score low on an exam……it doesn’t really matter, because the teacher just keeps on teaching until the desired results are attained.

Everything around me changed when I changed my perspective on leading teams. I now walk into work every day, my life as a professional coach, filled with coachees who are there to learn, to grow and I am there to help facilitate that learning and growth….and when they grow, so do I….everyone wins in this paradigm shift.

 

*3. Change your leadership perspective*

When the leader steps out of their professional self and embraces their role as a teacher/mentor/coach the ego takes a backstage. The energy shifts between both parties and a peaceful acceptance of all that is takes center stage. A new and positive energy is formed and felt by both parties. The leader is there to lead by example and the employee is there to learn, observe and grow both from withing and outside…..

In this space there's no judgment, no criticism, and most importantly, no ego…..just a healthy exchange between a leader and an employee.  Some call it conscious leadership, but the underlying current of what makes it so powerful is what counts: leading with care and compassion. The best “teachers/mentors/coaches” in the world, be they from academia, business, politics, etc.….all have one thing in common: they genuinely care about others. They fundamentally believe that it is their role to nurture, grow, challenge, and respect the needs of others. And they achieve this by ever so eloquently wegaring the badge of humility in all that they say and do.  And in my humble view, this is where all the magic happens!

31/12/2020, 15:52 - Raman Bharadwaj: 1. Embrace your failures. The road to success is paved with your failures along the way. Your failures encourage you to try something different or to exert more effort into something. Decide to be okay with failure and to learn from it.

2. Ask questions. Never be afraid to ask questions about how someone is successful.

3. Define what success means to you. For example, you might see becoming the Vice President of your company as success. Alternatively, your primary desire might be to raise a happy family. Neither one is better than the other!

4. Have clarity. Is your success within your reach? If you put in plenty of time and effort, will you achieve it? How? What’s your plan?

5. Stay focused. Keep working toward your goals, one moment at a time.

6. Surround yourself with successful people. You’re more apt to achieve success if you hang out with others who are successful.

7. Never give up. Keep trying to achieve.

8. Keep your eyes open for unexpected gems. You might encounter wonderful things that you weren’t anticipating. Discover the beauty along your path to success. You’ll then be inspired to continue.

9. Be proactive. Think in advance about what needs to happen in order for you to surpass a milestone on your journey.

10. Plan. Consistently allow time in your schedule to work toward your desired goals.

11. Expect delays and challenges. If you do, you’ll be less distracted when they occur.

12. Don’t sweat the small stuff. Avoid letting minor issues deter you from your goal.

13. Have fun with it. In order to be successful, your chosen field/career should be something that appeals to you. This way, you’ll enjoy yourself along the way.

14. Find a mentor. When you can pattern your behavior and actions after someone who’s successful, you’ll likely achieve success, too. Select a mentor you can look up to.

15. Use the mini-goals strategy. Rather than setting your goal as, “I want to save $100,000 over the next 10 years,” divide up your larger goal for success into segmented goals. In this example, a mini-goal could be, “I will save $10,000 this year” or “I will save $833 per month each month this year.” This way, you’ll experience frequent successes.

16. Set up weekly goals. Along your path to success, you’ll need plenty of momentum. When you establish projects to do each week that relate to your goals, you’ll build the momentum to succeed.

17. Apply visual imagery. Close your eyes and imagine what it will look and feel like when you accomplish success on your own terms. Visualize your success every single day.

18. Let your creativity flow. Think out of the box.

19. Figure out your unique skills. Then, take advantage of them to attain your desires.

20. Know your strong points. Everyone’s got them. How will they help you achieve success?

21. Ask for help. Allow others to give you assistance when you need it. For example, if you need to know how to do basic bookkeeping and your aunt does bookkeeping for a living, ask her for a crash course.

22. Utilize the assets you have. Convert your assets into fuel to reach the finish line and achieve success.

23. Give yourself permission to change direction. Recognize there will be times when you alter your strategy a bit.

24. Stay connected with your family. Maintaining a strong bond with your family members will compel you forward in life.

25. Take breaks. Occasionally, everyone needs a bit of rest and relaxation to garner strength to move forward. If you take breaks, you’ll be bright-eyed, bushy-tailed, and ready to accomplish the success you so truly deserve.

Apply these suggestions and you’ll achieve the success you seek. Go after your greatest hopes, dreams, and fantasies. You’ll attain a level of success that others only dream about!

31/12/2020, 18:34 - Raman Bharadwaj: What are the key executive actions on this transformation to resilience?

 

Beliefs: Explore and leverage value-creating opportunities on the trail of the pandemic’s disruption.

 

Attitudes: Model and lead your executive team and organization through the essential mindset shifts to navigate the path to resiliency.

 

Agility: Embrace collective agility by convening a cross section of stakeholders to codesign the answers to company-critical challenges.

 

Structures: Ensure that specific C-suite members are accountable for the seven key elements of a resilient organization.

 

When organizations, people, institutions, and society collectively thrive, the outcome is a resilient world. It is intentional—not accidental—and we can shape the future by building resilient organizations.

 

e value of resilient leadership

 

by Punit Renjen

 

 

 

 

 



 



 

By topic

 

By sector

 

Spotlight

 

Article

 

The value of resilient leadershipRenewing our investment in trust

 

12 minute read 08 October 2020

 



 

Punit RenjenUnited States

 

 

 

 

 

Challenges for leaders won’t end with a COVID-19 vaccine. With many stakeholders already questioning their social contract with institutions, how can leaders invest in, rebuild, and renew trust in these relationships?

 

“The pandemic represents a rare but narrow window of opportunity to reflect, reimagine, and reset our world to create a healthier, more equitable, and more prosperous future.”

—Klaus Schwab, founder and executive chairman, World Economic Forum1

 

Rebuilding the foundations

 

OUR challenge as leaders won’t end with a COVID-19 vaccine. Underlying societal issues that have long been simmering below the surface are raising questions and imperatives that will last long after a COVID-19 inoculation is developed. The implicit social contract between institutions and stakeholders is rightfully being questioned. Individuals are frustrated; many don’t believe they are being heard by their leaders in government or by corporate institutions—or being treated fairly and equally.

 

Learn more

 

Explore more resources for resilient leaders

Connect with our COVID-19 client PMO for help

Learn about Deloitte’s Future of Trust services

Learn how to combat COVID-19 with resilience

Learn about Deloitte’s services

Go straight to smart. Get the Deloitte Insights app

 

As recent research indicates, these trends were already latent, and just accelerated by COVID-19. For example, according to the Edelman Trust Barometer, 77% of US respondents (as of February) strongly or partially agree that large companies have been guilty of making a quick profit;2 the May 2020 update indicates that just 38% of global respondents believe that business is “doing well or very well” at putting people before profits.3 Further, millennials’ belief that business is “a force for good” continues to decline: Just 51% of millennials say business is a force for good, a steep drop from 76% three years ago. Amid the pandemic, only 41% of millennials feel that business is making a positive societal impact globally.4 Trust has fractured across government, business, and other pillars of society; the social contract has frayed—and continues to deteriorate further.

The challenges we are facing today are occurring against a backdrop of mistrust. When people trust each other, however, they work together more effectively and handle conflicts more maturely. In business, leaders are better able to create loyalty and confidence among stakeholders—their employees, customers, and ecosystem partners—and solve problems more quickly. In society, trust is the social glue that creates a sense of community cohesion. Therefore, rebuilding the world’s economy, our health and safety, our climate, and human relationships requires a renewed commitment to trust.

Trust is not a static, unchanging force that flows toward leaders from their stakeholders. Both trusting and being trustworthy require us to make conscious, daily choices to invest in relationships that result in mutual value. Trust is a tangible exchange of value, and it is actionable and human across many dimensions.5 Let’s examine how we can invest in, rebuild, and renew trust.

 

Defining trust

 

Trust is defined as “our willingness to be vulnerable to the actions of others because we believe they have good intentions and will behave well toward us.”6 We are willing to put our trust in others because we have faith that they have our best interests at heart, will not abuse us, and will safeguard our interests—and that doing so will result in a better outcome for all (figure 1).

Leaders can build and maintain trust by acting with competence and intent.

 

Competence refers to the ability to execute, to follow through on what you say you will do. Intent refers to the meaning behind a business leader’s actions: taking decisive action from a place of genuine empathy and true care for the wants and needs of stakeholders.

 

Trust as an exchange of value: Why trust matters to resilient leaders

 

“Trust is … one of the most essential forms of capital a leader has.”

—Francis Frei

 

While trust is considered by some to be an ethereal concept, it is, in fact, quite tangible. Therefore, we as leaders need to have a concrete way to talk about and act on trust for all our stakeholders: customers, workers, suppliers, regulators, investors, pension holders, society, and the communities we serve.8 In this regard, we can think of trust as an exchange of value, as a currency. Consider a 20 euro note: In isolation, it is just a piece of paper, but in an exchange, it represents everything from a plate of fish and chips to a birthday gift. Likewise, trust “banked” by itself has no intrinsic value, but when invested wisely by us as leaders in relationships with stakeholders, it enables activity and responses that help us mutually rebuild our organizations and society. At the same time, however, that currency must be nurtured through ongoing transparency and evidence of trustworthy behaviors, not simply saved to spend on excusing bad conduct.

01/01/2021, 09:25 - Raman Bharadwaj: Top 7 HR trends to look out for in 2021

 

As organisations brace to prepare for a year that’s full of hope and new possibilities, the single biggest asset that any organisation can have will be its people. People on the other side have had the opportunity to reflect and think differently about the life and careers they would choose for themselves.

ETHRWorld Contributor December 29, 2020.

 

Chaitali Mukherjee, Leader - People & Organisation, PwC IndiaBy Chaitali Mukherjee

 

Talent is always in the context of the current and the future of the world. As the world prepares to live with the biggest pandemic that it can remember, few experiences and learnings will stay with us all. 2020 was a year of rejigs and resurrections for all plans and their contexts. Covid came as an equaliser and compelled organisations, leaders and people at large to reprioritise their goals.

 

As organisations have learnt to adjust to this new normal, they are relooking at their work, workforce and workplace plans. Some of the big shifts that have been recognised and are going to shape the HR world in 2021 include the following:

 

1. Talent flexibility and mobility: With nearly 10 months of work-from-home (WFH), most industries, organisations and employees have become comfortable with this new arrangement. This has opened up a huge talent base that was earlier not available due to location constraints and flexibility needs. Today, most organisations have built their technology and opened up to the option of ‘anywhere talent’. While it’s not going to be equal in all roles, for most organisations, location as a constraint is actually no more applicable. Just as organisations have embraced flexible talent, it’s also opened up to looking at internal talent that’s in other locations and other functions. Organisations have experimented with this in the past 10 months and have found a lot of value in upskilling and reskilling existing talent for newer roles or newer expectations, as there was value in repurposing jobs and opportunities to use existing talent for the new roles.

 

2. Hiring for the new world: One of the biggest foreseeable shifts in the space of Human Capital experience, after talent management would be in the space of hiring for the future. As organisations had the opportunity to take a break from hiring in the first two quarters of the financial year, there was an opportunity to rethink the experience delivered for hiring. Organisations felt the need to make hiring effective through use of data and analytics for precise matching of skills and requirements, ensure a seamless experience for the candidate of the organisation and yet at the same time make sure that the personal connect that gets established at the time of hiring can be met through the virtual process. The use of technology for analytics and improving search, the overall experience and finally, the capability of recruiters to make the virtual process seamless and effective are going to be the most important elements.

 

3. Redefining leadership capabilities for the future: One of the critical shifts that organisations and leaderships in particular have faced this year has been that of straddling ambiguity, sense making and embracing lack of clarity while practising resilience, holding up and providing direction, sense of purpose and hope to organisations. Focusing on building these leadership capabilities at the leadership level will require newer models for defining and measuring success as well as leveraging capabilities differently.

 

4. Organisation-wide upskilling for the future of work: One of the big focus areas for 2021 will continue to be about rethinking skills of the future in the organisation and making people ready to deliver on those skills. These could include digital skills, skills for newer jobs and/or newer ways to deliver on jobs in a productive manner as well as newer ways to deal with diverse workforce. One of the biggest challenges for organisations in their upskilling journey would be to be agile in identifying the skills for the future, thinking of newer ways of building these skills amongst people and building a ‘revolution-like’ acceptance amongst the employees to drive this capability shift.

 

5. Balancing wellbeing, performance and career management for employee engagement and experience: One of the big revelations for 2020 that has paved the way for a permanent shift in organisational consideration is the focus on employee wellbeing. From a mindset of wellbeing as a frill to the mindset of wellbeing for employee and organisational success will become the norm. In fact, employee experience for the future will have to be designed around the three considerations of performance orientation, career, learning and growth orientation and employee-wellbeing orientation.

 

6. Work, workforce and workplace design: Finding the balance between returning to work and working from anywhere – policies, practices and culture realignment: 2021 is going to be about defining the norms for ways of working for the future. From a year where organisations were finding the right balance between working from home to encouraging continuity and driving a culture of working from workplaces, 2021 would be about finding the permanent and unique solution that suits each organisation’s business mandate, culture and performance needs. This is by far going to be a big shift and would require organisations to not just look at the right balance but also redesign their policies, practices, technology and cultural norms to define and cement newer ways of working.

 

7. Making place for diversity, driving inclusion in the distributed world: Organisations will have to continue driving their diversity agenda as talent availability opens up in newer ways. Inclusion, in a newer and highly distributed and virtual setup will require newer thinking for application and enablement.

 

As organisations brace to prepare for a year that’s full of hope and new possibilities, the single biggest asset that any organisation can have will be its people. People on the other side have had the opportunity to reflect and think differently about the life and careers they would choose for themselves. Amidst this, the biggest ask from organisations and their leaders would be their ability to deliver a connected employee experience that allows employees the space to operate, provides the opportunity to ruminate, and build a culture of care that gives employees confidence to invest their lives for the organisation’s success.

 

The author, Chaitali Mukherjee, is Leader - People and Organisation at PwC India.

01/01/2021, 10:13 - Raman Bharadwaj: <Media omitted>

01/01/2021, 18:22 - Raman Bharadwaj: What Is Transformational Leadership?

Being a good leader requires you to wear many hats. Sometimes you need to play the role of the visionary, who motivates their team toward a united goal. Other times, you need to be the quiet observer and listen to the concerns of your employees. It can be challenging to navigate these different types of leadership and understand what’s required of you in each situation. 

To help, we’re putting together a series of articles that dive into various leadership styles. The hope is that these will familiarize you with multiple types of leadership and help you understand when and how to apply them to your own role. 

The focus of today’s article: transformational leadership. 

 

What is Transformational Leadership?

 

The Definition

 

So what exactly is transformational leadership? Transformational leaders create a vision based on identified needs and guide their teams toward that unified goal through inspiration and motivation.

Transformational leadership shares many characteristics with other leadership styles. For instance, visionary leadership is frequently used interchangeably with transformational leadership. Similarly, strategic leadership is commonly viewed as the “umbrella” term for transformational and visionary leadership. All of these terms simply refer to leadership styles that use a strategic, long-term vision that’s used to guide the actions of both the leaders and their team members.

 

The Origin Story

 

The concept of transformational leadership was originally introduced by a sociologist named James Victor Downton. However, the person best known for further developing the concept is leadership studies expert Bernard Morris Bass. He developed what is known today as Bass’ Transformational Leadership Theory, which states that transformational leadership can be defined and measured based on the impact that it has on followers. 

The theory is based on four main components: 

 

Idealized influence. This refers to the leader’s ability to serve as a role model for its followers by demonstrating traits like honesty, enthusiasm, and trustworthiness. 

 

Inspirational motivation. This is how leaders inspire a group of people to move toward a vision or goal that they’ve put into place. It requires the leader to be charismatic, inspirational, and encouraging. 

 

Intellectual stimulation. Can the leader challenge their teams and people in a way that inspires productive growth? This is what this component focuses on. It also speaks to the leader’s ability to encourage contributions and ideas from the group.

 

Individualized consideration. Finally, a transformational leader must be able to identify the needs of its individual followers. Then they must act as a mentor, facilitator, or teacher to motivate that individual to be part of the group and contribute.

 

Now that we have a better understanding of the underlying theory behind transformational leadership, let’s take a look at an example of a transformational leader in practice.

 

What Type of Person is a Transformational Leader?

 

To help you build a picture of transformational leadership, let’s imagine there’s a leader at your organization named Nelle. 

Nelle is widely known at your company for having a highly successful team. Her direct reports all speak positively of Nelle, feel motivated to produce their best work, and have been loyal members of her team for several years. This is in stark contrast to other teams at your organization, where employees tend to be disengaged, have conflicts with their leader, and experience high turnover rates. 

When you take a closer look, you see that Nelle practices a transformational leadership style. She sets a vision for her team—that they’re all on board with—and makes sure everyone understands why and how they’re moving towards this goal. From there, she always takes time to have conversations with her team—both as individuals and groups—to make sure they have the resources and support they need to be successful in their roles. 

However, Nelle isn’t involved in day-to-day decisions. She knows she has a smart, competent group of people on her team and trusts them to execute on the tactics that will help them progress. And while she has high expectations of her team, she demonstrates the expected standard through her own behavior by being trustworthy, open, and hard working as their leader. 

 

How to Become a Transformational Leader

 

While the steps to becoming a transformational leader will vary depending on your exact situation and personality, here are a few general guidelines you can follow to help you move in the right direction: 

 

Have a vision

 

Part of being a transformational leader is the ability to create a high-level vision based on current needs or existing problems. Without one, your team will be directionless – not to mention that it becomes difficult to find a sense of purpose when you don’t know what your work is contributing to. 

Just as important as having a vision is communicating it to your followers. They have to understand exactly what you’re trying to accomplish in order to get on board with the plan. Otherwise, they likely won’t be very motivated to produce their best work. While you’re communicating your vision, make sure to use the time to ask for feedback and additional ideas from the team – this will give them more stake in the business and know that the vision is only achievable through a group effort.

 

Care personally

 

Speaking to and understanding your team as a whole is important. But it’s equally important to understand the individuals that are part of the team. That’s why one of the most invaluable traits of a transformational leader is the ability to care for others and practice empathy. 

Transformational leaders take the time to learn about their individual team members – from knowing about their favorite hobbies to understanding their career goals. Not only will this give you more insight into the concerns and aspirations of your team as a whole, but it’ll also strengthen your personal relationships. Building this type of trust is critical because it’ll help you overcome challenges together and leads to more open, transparent conversations. 

 

Check in, but don’t get too in the weeds

 

It’s important to make sure the delivery of your vision is being executed. This requires you to check in regularly with the team and the managers within your teams. However, you have to be careful to not cross the fine line between checking in regularly and micromanaging. 

Transformational leaders know that, if you want your teams to produce their best work, you have to give them space and trust them to do their jobs. If you get too involved and try to control every decision, you’re signalling to your team that you don’t trust their judgment – a surefire way to harm your relationship with them. Remember: your role is to guide, not to control. Be there for your team, make sure they have what they need to succeed in their roles, and then take a step back.

 

Real-World Examples of Transformational Leadership

 

It can be tough to know exactly when to apply transformational leadership in your role. While it’s ultimately up to you to decide, there are a few real-world examples of situations where we believe a transformational leadership style may be beneficial: 

 

Your company recently went through a challenging transition (layoffs, an acquisition, etc.) and morale is low amongst employees. Applying the transformational leadership style can help uplift your team and have them move forward into a fresh chapter and toward a new vision.

 

One of your departments is struggling, and it’s time for new management to step in. This is a great opportunity to reset and show your employees that things are changing for the better. By being a transformational leader, you can communicate the new vision for the department and inspire people to get on board with the new plan.

 

Your team is growing rapidly, which is exciting! However, you know that scaling up a team also comes with growing pains. So you want to apply a transformational leadership style and use this as an opportunity to get your new team aligned and moving in the same direction – not to mention this is the perfect leadership style to help you get to know your new members on a personal level.

 

Finally, if you’re in need of further ideas, there are leaders in the real world who are great examples of transformational leadership in action. Here are a few to draw inspiration from: 

 

Nelson Mandela

 

Malala Yousafzai

 

John D. Rockefeller 

 

Barack Obama 

 

Mary Barra 

 

Now that you understand what transformational leadership is, and when and how to apply it to your own role, you’re one step closer to becoming a more effective leader. If you feel like you need more guidance, we recommend taking a 360-degree leadership assessment to better understand your current style and identify where to make adjustments. Coaching can also be a useful tool to help shape your leadership style in the direction that you want. Remember, there are tons of leadership development and training programs out there that can provide extra support where you need it.

Understanding the strengths and weaknesses of your own leadership style can help you better identify which approach is best for your current role. 

01/01/2021, 23:34 - Raman Bharadwaj: Ms. Hima,

There are many things to be grateful for choosing 5 among the is a task anyway - Being here with  you at the

  helm and such wonderful

  people along is a bliss.

  Am grateful for that.

- Being there and safe is

  something am grateful for.

- Am grateful to the Almighty 

  for the gifts given to me

  and that being appreciated

  when shared is something   

  am grateful for.

- Am grateful for all the

  challenges so I gather

  experience worthwhile.

- Am grateful that we went

  through the toughtest part

  in our generation, which

  strengthens our resolve to

  look forward to the future

  with confidence and inspire

  everyone around us.

 

I suggest we all do this

*Begin A Journal...*

Friday, January 1, 2021

New Year’s Day

_“It is very important to understand that emotional intelligence is not the opposite of intelligence, it is not the triumph of heart over-head -- it is the unique intersection of both.”_

~ David Caruso

What went well?

What could have gone better?

Whats next?

01/01/2021, 23:48 - Raman Bharadwaj: 10 Charismatic Leadership Characteristics

 

Charismatic leadership involves a sense of style, flair, and confidence.

 

These charismatic leaders have a quality which is hard to pin down, but which attracts followers and inspires people to action. Transformational leaders are often highly charismatic because they are capable of initiating and maintaining a significant level of change in the organization.

The following are some of the most prominent characteristics of charismatic leadership.

 

1. Communication

 

Charismatic leaders have extraordinary skills in communication. This helps to motivate employees through tough times and also help them stay grounded when things are good. The leaders are equally comfortable communicating one-to-one or in a group setting.

 

2. Maturity

 

Though they have a very powerful personality, a charismatic leader also has maturity and character. They don’t believe in empty showmanship, but they draw on their wisdom and knowledge which they have accumulated over the years of life and business experiences. They behave in a mature and responsible manner on all occasions.

 

3. Humility

 

Charismatic leaders also have a sense of humility. They place a lot of value on each employee, and have the ability to truly listen to their concerns. The charismatic leader is able to convince the employee of the value that they bring to the organization, and show them how their contributions impact the strategic interests of the company. They inspire great loyalty from their employees.

 

4. Compassion

 

Successful charismatic leaders are also compassionate. Charisma alone may not be enough, because there’s a very real possibility that it can disintegrate into mere hero worship. Compassion, integrity, honesty, and fortitude are also qualities that successful charismatic leaders exhibit.

 

5. Substance

 

Charisma can exist without substance, but only for a very short time. Flashy and glitzy behavior may capture the attention of people, but eventually they will want something substantial beneath the facade. A charismatic leader must not only talk the talk, but also walk the walk. Charm gets him the face time, and substance closes the deal.

 

6. Confidence

 

It goes without saying that charismatic leaders are truly confident. They are the glass half full kind of people, and are comfortable with who they are. They understand themselves well and do not try to be anyone else. Charismatic leaders are secure and confident enough to be comfortable in their own skin.

 

7. Positive body language

 

One of the first things that you’d notice about a charismatic leader is their warm, open, and positive body language. They make eye contact with were that they are talking to, smile, and introduce themselves to strangers with the genuine joy of making a new contact. They have an endearing swagger, and they are authentic.

 

8. Listening skills

 

Charismatic leaders are extremely good listeners. When they listen to you, they don’t fidget or look distracted. A charismatic leader pays attention to what is being said, and listens with interest. They are engaged in the conversation and act with empathy.

 

9. Self-monitoring

 

One of the attributes of charismatic leaders is that they often tend to watch themselves. They are aware of their powerful personality, and the fact that their followers are watching them constantly. For this reason, they consider it important to portray a good image of themselves to their followers. This can be achieved only with self-monitoring.

 

10. Self-improvement

 

A charismatic leader understands that he has certain qualities that make him different from others, and that these are the qualities that get him attention and make him charismatic. So he also knows how important it is to continually improve himself.

Additional Resources:

Curious about your characteristics? These resources will assist on your journey to self-discovery:

01/01/2021, 23:50 - Raman Bharadwaj: 10 Trait Leadership Characteristics

 

According to the Trait leadership model, not everyone can make a good leader, and only certain individuals possess the leadership qualities or traits which make their personalities suitable for a leading role.

 

Successful leaders indeed differ from other people, and possess some common personality traits that make them capable of being effective in a leadership role. These core traits can predict leadership effectiveness, and organizations looking for a leader would do well to check for these characteristics in potential candidates.

Trait researchers have developed a list of attributes that they believe are related to leadership and make the leader successful in any situation. The traits include the following:

1. Eagerness to accept responsibility

A capable leader is always eager to accept responsibility, they do not run away from it. They’re not afraid of being held accountable, and go out of their way to fulfill the responsibilities that have been entrusted to them.

2. Physical strength and stamina

Leaders typically have to work under tremendous stress. They may also have to travel to different places across different time zones, or attend high-pressure meetings and conferences. A person who does not have enough physical strength and vitality will not be able to deal with the stressful lifestyle of a leader.

3. Confidence

Unless you believe in yourself, no one else will. Confident and self-assured leaders are able to clearly convey what they know, and are also not afraid to admit that they don’t know something. Good leaders typically have no need for approval, and are free of guilt.

4. Persuasion skills

One of the most important tasks of any leader is to persuade and influence others. A good leader has the ability to inspire confidence, encourage, motivate, or diplomatically persuade people to come around to their point of view.

5. Tough-minded

For an individual to be a good leader, they have to strike a balance between caring for their team and being logical enough to make practical decisions. People who have a leadership personality usually do not develop deep sentimental attachments, and have the toughness to take criticism.

6. Emotional stability

Leading a group or organization is a stressful affair. Good leaders must have the emotional stability to tolerate a great deal of frustration. They should be well adjusted and possess the psychological maturity to gracefully handle all situations that are thrown at them.

7. Dominance

One of the key leadership traits is dominance and assertiveness. Leaders are often times quite decisive and enjoy a certain amount of power or control over others. They are assertive in how they think and deal with others.

8. Charisma

Followers usually perceive successful leaders as larger than life. This is often true of leaders who have a strong, charismatic personality. Leaders with charisma have the ability to inspire strong emotions in their followers by showing them a vision that captivates them. This is how leaders are able to motivate and push their followers to achieve tough targets and goals.

9. Empathy

This is one of the main qualities that a modern leader should possess. Empathy is the ability to put yourself in another person’s shoes. In the absence of empathy, it is impossible to build trust. Without trust, a leader will not be able to get the most out of employees.

10. Intuitiveness

Logic and reasoning ability can only get you so far. In the rapidly changing world of today, it is impossible to always know everything so you can make fact-based rational decisions. Leaders also have to use their intuition or trust their gut while making decisions.

02/01/2021, 10:14 - Raman Bharadwaj: Coaching Supervision – what is it?

 

Written by TCD Executive Coach and Coach Supervisor Marie Quigley

 

What is Coaching Super-Vision?

 

By Marie Quigley

 

Coaching supervision – which enables coaches to gain Super-Vision on our work – is a powerful way to bring reflection, recognition and resourcefulness.

Coaching supervision, as part of Continuous Professional Development (CPD),  is a way to navigate our ‘world’ and support ourselves as coaches to be the best we can be – particularly in these times of uncertainty and great challenge for ourselves as coaches, our coaching clients and all the systems and stakeholders involved.

“Supervision is an opportunity to bring someone back to their own mind, to show them how good they can be.” — Nancy Kline

 

Whether as an external or internal coach, it is an essential practice to partner with a supervisor or a number of supervisors on a regular basis in order to develop professional capability and capacity.

For those coaches who have not experienced Supervision, it differs from coaching and mentoring in the following ways:

 

Coaching is designed to help clients achieve their objectives through self-awareness, goal setting, and action planning.

 

Mentor Coaching is typically provided for coach credentialing purposes, focused on developing the core competencies and skills required for coaching.

 

Coaching supervision is the psychologically safe container created between the coach and coach supervisor which holds space for the reflection of the professional aspects of the coaching work and the personal wellness of the coach.

 

 

Coaching supervision supports the coach to uncover blind spots, discover patterns of behaviour and ways of being and doing which impacts on the success of a coach’s work. And this means clients and other systems involved in the coach’s work are ultimately benefiting from the deep reflective work of the coach.

Supervision offers coaches a psychologically safe place to professionally reflect  on their work and practices in a normative, restorative and formative way[1].

 

Normative – exploring the professional standards,  quality and ethical practices of the coach.

 

Restorative – exploration of the ‘person’ as the coach and their emotional well-being; creating space to process the relational aspects of partnering with their clients.

 

Formative – supporting the development of the coach’s abilities, skills and knowledge.

 

These three areas of focus support the coach to put on the ‘oxygen mask,’ reset and take time in reflection to explore their work, so we are in a great place to serve not only ourselves, but also our clients and the profession of coaching. Many of the models and processes used in coaching supervision derive from the world of psychotherapy and counselling supervision; such as  organization development, human development, systems theory, adult learning, transactional analysis, humanistic psychology, psychodynamic theory, psychological type, social psychology, and other concepts. These have been adapted in order to  view the work  through a coaching lens.

 

What are the benefits?

Professional coaching is a skills based practice and in addition to achieving globally recognised standards, quality and qualifications, coaches also need to do their own work and foster high levels of self-awareness, integrity, self-belief and developmental growth. Coaching supervision provides the space to do just this.

Benefits include:

 

Increased self-awareness

 

Greater confidence

 

Increased objectivity

 

Heightened sense of belonging

 

Reduced feelings of isolation

 

Increased resourcefulness

 

 

What do some of the coaching bodies have to say about supervision?

The International Coach Federation (ICF) recognises coaching supervision as an important element of a coach’s professional development, learning and growth and recommends coaching supervision for full-time professional coach practitioners as part of their portfolio of continuing professional development (CPD) activities designed to keep them ‘fit for purpose’. Up to 10  hours  of CEU’s can be used for renewal purposes.

The European Mentoring and Coaching Council (EMCC)  describes the purpose of supervision is to enhance the wellbeing, and develop the practice of coaches and/or mentors of all levels of experience.  Supervision is considered a powerful vehicle for deep learning: its benefits extend beyond the supervisee and include their clients and sponsoring organisations. EMCC recommend coaches/mentors undertake no less than 1 hour of supervision per 35 hours of practice, ensuring a minimum of 4 hours per year.

 

How do Supervisors work?

Accredited coach supervisors go through rigorous training and development and comply to industry standards in order to offer coaches the opportunity to explore their professional cases to gain insight, support and direction.

Supervision can be experienced in either a one-to-one or group practice. The process encourages a coming together of professionals in safe, encouraging, reflective practice for the purpose of getting clear about “who we are being” in our work  and ensuring clients get the best out of their coaching experience.

Supervisors support supervisees to reflect using multiple layers and different systems at play. With a focus on the client situation, the interventions used, the coach and client relationship,  who the coach is being, the supervisor and supervisee relationship (parallel process), the supervisor, and the wider system[2].

The principles of the reflective space are; Safety, Process Awareness, Curiosity, Embrace “SPACE”[3].  As supervisors our role is to hold ‘SPACE’ in order to be with another human being, in a professional capacity, trusting the process  of reflection  and allowing the learning to unfold as it is meant to.

As the supervisor and supervisee(s) partner together in this reflective space it is vital  to create a place of psychological safety and acknowledge and present the courage and vulnerability required, not only to look deep within but also to ‘share out loud’ with another human being.

 

What to look for in a Supervisor?

In addition to ensuring your supervisor  has completed a certified coach supervision training programme and are qualified to do this work. The EMCC have a register of supervisors holding the European Individual Supervision Award (EISA). It is also recommend coaches do their due diligence in researching supervisor’s and ask the following when making selections.

 

What is their experience as a coach?

 

What is their experience as a coach mentor?

 

Are they currently having supervision? how often?

 

What is the theoretical framework for their own coaching work?

 

What is their theoretical framework for their supervision work?

 

What additional training do they undertake to unsure their continuing professional development ?

 

What Code of Ethics do they abide by?

 

And just as we recommend when clients searching for a coach, it is recommended to experience the work of the supervisor to ensure you are a good fit.

 

Case studies

As the supervisee you agree to bring “cases” to your supervision sessions and in the co-created partnership with your supervisor you will explore  and reflect on these cases to enable you to create new awareness and offer even more masterful ways of working being and doing in your professional capacity.

The following are some examples of cases you could bring to your reflective practice:

 

You may have contracting questions

 

You may want to uncover how ‘who you are being’ is impacting the success / failure of your work

 

You may be struggling to support a client to move towards their desired goals

 

You may ‘feel’ something is not working in the coaching, but are unsure what that is

 

Your client may be stuck and not able to move forward

 

You may feel your client is pleasing you, being a good client, rather than really talking about things that matter to them

 

You may experience feeling disappointed by your coaching work

 

You may be facing ethical issues and need a safe, confidential professional space to discuss and process

 

You may want to understand the other systems at play in your client work, such as managing the stakeholder/HR/ line manager relationships with your coaching client

 

You may feel something is holding you back from being the best coach you can be

 

You may struggle  with creating effective boundaries with clients

 

You may be feeling strong emotions arising from the work you do and may want to process these emotions

 

You may want to celebrate your successes and understand how you can bring more of this success into your client work

 

Through the process of reflection  you will explore what is going on underneath the cases and how ‘who you are being’ is impacting your coaching relationships (and potentially other relationships in your life).

 

How supervisees can prepare?

Preparation supports the supervisee to begin the process of reflection and it is recommended to take time before (and after) each session to determine the ‘case’ you would like to bring and get clear about the outcomes you would like to have regarding this ‘case’ in relation to your coaching practice.

Below are some questions to support this reflective practice:

 

What is currently taking you out of your comfort zone with your coaching work? How is this impacting you and your work?

 

How are you getting ‘hooked’ into your client stories, emotions, situations?

 

Which client/ team are you struggling most with? What is the struggle for you? Who are you being when you coach them?

 

Where are  you stuck with your work?

 

Which client/ team are you at your best with? Who are you being? What practices are you engaging in? What are your beliefs?

 

Which piece of feedback has most significantly changed the way you work?

 

What has been the most challenging ethical issues you’ve experienced as a coach?

 

When do you feel the most fulfilled in your work? What do you notice?

 

When do you feel less fulfilled? What do you notice?

 

What impact does this have on your coaching session?

 

When does your energy drop in a coaching session?

 

When do you feel challenged in a session?

 

How do you “turn up” when you feel challenged?

 

What impact does client feedback have on you?

 

What else?

 

“The best teachers are not outside us – they are inside us; in the experience we have in our practice” – Michael Carroll

 

Key References

 

Inskipp, F., & Proctor, B. (2001). Group supervision.Supervision in the mental health professions: A practitioner’s guide, 99-121.

 

Hawkins, P., & Schwenk, N. (2011). The seven-eyed model of coaching supervision. Coaching and mentoring supervision theory and practice, 28-40.

 

Hewson, D., & Carroll, M. (2016). Reflective supervision toolkit. NSW, Australia: MoshPit Publishing.

 

 

Author – Marie Quigley is a Master Certified Coach, Coach Supervisor, Trainer and Facilitator. She partners with senior leaders and high potentials in multi-national organisations supporting them as they lead through change, transition into higher roles and manage complex cultural business opportunities.

 

What is Executive Coaching?

 

What Executive Coaching is, and why it is an essential part of a leader’s development.

 

Executive Coaching

 

Whether you are the CEO, CTO or Managing Director, Executive Coaching provides a safe and confidential space to work on current challenges and move forward on specific projects. Working one to one with a qualified and experienced Executive Coach enables you to focus on outcomes such as developing a strategy, building your team or managing change.  Targeted conversations with your coach will challenge yet support you, enabling you and your organisation, to succeed more easily and effectively.

“Executive Coaching is aimed at inspiring executive leaders to make behavioural changes which transform themselves and the people around them thereby increasing business results and performance.” Jeremy Robinson, working definition of executive coaching. 

Coaching is driven by the needs of the leader. It is about assisting individuals to achieve their full potential, with a focus on what they want to achieve now and in the future. It is a partnership between the executive coach and the client, typically for a defined period of time, although some Executive coaching relationships can last for several years.

 

Executive Coaching is most effective for:

 

Helping drive culture change in an organisation

 

Helping senior leaders to address specific issues or enhance their performance when taking on a particularly challenging project

 

Providing professional and personal development for those in senior positions who have little time and for whom being at the top can be lonely an isolated

 

The benefits to the Leader:

 

Preparation for role/career changes and joining the board

 

Strategies for managing stress, change, conflict or crisis

 

Enhancing personal impact and performance

 

Identifying solutions to specific work-related issues

 

Business coaching generates learning and clarity for forward action with a commitment to measurable outcomes.

 

The benefits to the organisation

 

Greater commitment and buy-in from directors and senior leaders

 

An executive coaching programme can help retain talent and keep staff engaged

 

More creative outlook in business planning

 

Improved management of other team members

 

Building positive relationships between people and departments

 

Facilitating the adoption of a new culture in the business

 

Working with a Leadership Coach

 

What Leadership Coaching is and why it is an essential part of a leader’s development.

 

Leadership Coaching

 

When you are good at what you do, the natural progression is promotion, and often you are ‘rewarded’ with a management role which includes leading a team of people – with little or no training. Newly appointed managers and even experienced leaders such as CEOs can find this role overwhelming as they struggle to understand how to behave as a leader – which is where Leadership Coaching can help.

Working one-to-one with a qualified, experienced Leadership Coach provides a safe and confidential space to raise your self-awareness of how best to lead with authenticity, to build a cohesive team, and to ensure that objectives are achieved.

Leadership Coaching is a collaborative, one to one relationship between the coach and the leader. The term ‘leader’ can be applied to an executive, manager, supervisor, team leader or business owner — an individual who is in charge of, or responsible for, a team of people.

Whether your focus is on developing a strategy, building your team or managing change, targeted and confidential conversations with your coach will challenge yet support you, enabling you, your team and organisation, to succeed more easily and effectively.

Coaching is driven by the needs of the leader, although the outcomes may also be defined in conjunction with the leader’s line manager. Coaching is a powerful and tailor made development tool which helps individuals to close the gaps in their leadership skill-set.

 

Leadership coaching is most effective for:

 

Providing professional and personal development for those in management positions who have had little or no leadership development or training

 

Helping managers and leaders to address specific issues or enhance their performance

 

Developing a positive personal impact

 

Creating a highly effective team

 

Managing time, pressure and stress

 

Managing change

 

The benefits to the Leader:

 

Strategies for managing stress, change, conflict or crisis

 

Enhancing personal impact, performance and leadership skills

 

Identifying solutions to specific work-related issues

 

Executive coaching generates learning and clarity for forward action with a commitment to measurable outcomes.

 

The benefits to the organisation

 

Greater commitment and buy-in from senior managers and leaders

 

More engaged and motivated leaders

 

Retaining talent and keeping staff engaged

 

Improved management of team members

 

Building positive relationships between staff and other departments

 

Working with a Performance Coach

 

What Performance Coaching is and how it can help senior team members

 

Performance Coaching

 

When team members and managers require soft skills development, the natural route is to offer a generic training course, for example in assertiveness or time management. Many courses offer excellent content and cover a range of topics, but sometimes a team member needs a more bespoke and personally designed development programme. This is where Performance Coaching can add greater value by helping the individual to address challenges specific to that person.

Working one-to-one with a qualified, experienced Performance Coach provides a safe and confidential space to explore topics such as handling difficult situations, managing stress or giving an engaging presentation. A targeted and confidential conversation with a Performance Coach will challenge yet support the individual, enabling them to perform at their best, more often.

A Performance Coaching Programme is usually created with input from both the coachee (the person being coached) and their line manager, ensuring that outcomes are in alignment with company and team objectives as well as for the individual. This Coaching is a powerful and tailor made development tool which helps individuals to close the gaps in their performance skill-set. It is a trusting partnership between the Performance Coach and the client, typically for a defined period of time.

 

Performance Coaching is most effective for:

 

Providing professional and personal development for any team member

 

Developing soft skill such as assertiveness, confidence and decision making

 

Managing time, pressure and stress

 

Managing change

 

The benefits to the individual:

 

Creating strategies for managing stress, change, conflict or crisis

 

Enhancing personal impact and performance

 

Identifying solutions to specific work-related issues

 

Coaching generates learning and clarity for forward action with a commitment to measurable outcomes.

 

The benefits to the organisation

 

Maximising potential of key staff

 

Increasing productivity and achieving company objectives

 

Retaining talent and increasing staff engagement

 

Demonstrating that the organisation values its people

 

Working with a Career Coach

 

What Career Coaching is and how it can benefit the team as well as the individual

 

Career Coaching

 

If you are feeling stuck at work or in your career, lacking progression, purpose, motivation or a sense of challenge, then a Career Coach might be able to help.

Working one-to-one with a qualified, experienced coach, focusing on the topic of your career, provides a safe and confidential space to explore where you are now, what’s working and what’s not, and what needs to change to help you feel more satisfied at work.

Many Career Coaches will take you through a structured programme designed to uncover your work values, your beliefs, personality characteristics, natural skills and help you explore your passion. All coaches have different areas of expertise, and may have a different focus, so do check when researching Career Coaches. Do you need someone with recruitment contacts, knowledge of creating a powerful C.V. and interview techniques advice, or do you want someone to help you understand what’s holding you back from making a transition?

A Career Coaching Programme is usually created after an initial consultation between the career consultant and coachee. Programmes can vary in length from 4 x 1 hour sessions, to 8 x 2 hour coaching sessions – we recommend that you talk to at least three career coaches before committing to a programme.

Although most individuals employ a career coach privately, this type of coaching can also benefit a team if it encourages unhappy staff to move on, addresses de-motivating factors, or helps team members to move up the corporate ladder, thus creating career development opportunities for other staff.

 

Career coaching is most effective for: 

 

Understanding what’s important to you at work

 

Uncovering your limiting beliefs around career progression

 

Taking stock of your transferable skills

 

Creating the confidence to do something different

 

Helping make a decision on which direction to take

 

The benefits to the individual:

 

Increase in confidence and self-esteem

 

Greater self-awareness

 

Ability to capitalise on natural strengths and personality

 

Renewed motivation and sense of purpose

 

Additional career options to pursue

 

The benefits to the team:

 

Individuals are working to their strengths

 

Team members are trusted to perform their duties

 

Unhappy team members move on after career counselling

 

Increased team cohesion

 

Higher motivation and improved productivity

02/01/2021, 12:37 - Raman Bharadwaj: Get rid of *Greed...* or bear the consequences.

 

*Guiding Quote:*

If your desires be endless, your cares and fears will be so too. ~ Thomas Fuller

 

*Point to Ponder:*

There's an African tale about the spider, Anansi, Firefly, and Tiger.

____________________________

Just in case you don't know,

*Anansi (/əˈnɑːnsi/ ə-NAHN-see)* is *an Akan folktale character.* 

(It often takes the shape of a spider and takes the role of trickster. It is also one of the most important characters of West African, African American and Caribbean folklore).

____________________________

Anansi, always trying to outsmart everyone, was invited by Firefly to go egg hunting.

 

Firefly led the way, and they soon arrived in the egg field.

 

Firefly opened his wings to shed light, but each time Anansi grabbed the eggs, stating, “This one’s mine. I saw it first!”

 

Finally, Anansi’s bag was full, and Firefly flew off without even one egg. Trying to find his way back in the dark, Anansi stumbled upon a house that turned out to be Tiger’s dwelling. Tiger let him in, boiled the eggs, and ate all with his family. Anansi did not dare to complain, and quietly sneaked out in the early morning. His endless greed brought him endless fear.

 

Action:

The things we really need are few and most of the things we want are only infused in us by external influences or our greed. Therefore, we ought to carefully examine our motives. We shouldn't want to be driven by cares and fears, do we?

 

Enjoy the day my friend.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings,*

by

Raman

02/01/2021, 15:45 - Raman Bharadwaj: _My Most Precious Possession-_ *My Brother*

 

I am among the very many lucky few to be blessed with a brother as good as you.

 

Your humility and utmost respect authenticate your humanity which makes people safe and wanted.

 

Your generosity and kindness describe the calibre of a man as largehearted as you.

 

You brighten the lives of your family and friends with your radiant and infectious smile.

 

You are a beautiful soul inside out with loyalty and responsibility as your virtues.

 

You are a hard-working and assertive man and have no place to boast or demonstrate.

 

You are one of the rarest flowers that blooms all the 365 days of the year spreading fragrance everywhere.

 

You are a brilliantly sparkling diamond and lustrous ornament which your family adorns.

 

You are such an extraordinary individual who listens without judgements and understands without pretensions.

 

Your beautiful elder and vibrant younger sisters, your adorable children and beloved better half are your pride.

 

Your anxious parents must be watching you from the heavenly abode and sending bountiful blessings to keep you away from eyes evil.

 

Almighty bless everyone with a brother as honest and compassionate as mine.

 

Long live… *My Brother* *– My Companion* .

 

Written by:

Dr.  Zareena Sultana

Assoc. Professor & Softskills Trainer

ISL Engineering College

Hyderabad

02/01/2021, 18:27 - Raman Bharadwaj: Daniel Goleman's Emotional Intelligence Theory Explained

By The Editorial Team

 

With regard to emotional intelligence, Daniel Goldman was not the first to articulate the concept. However, in the double role of psychologist and journalist, Goleman made the elements of emotional intelligence accessible to broad segments of society. His best-selling books — beginning with “Emotional Intelligence”(1995) — have already changed how some businesses interact with clients and some managers recruit employees. His impact has been even more profound on education.

 

Thanks to Goleman, educators now recognize that emotional intelligence is every bit as important to learning as intellectual prowess or IQ. As a result, tens of thousands of schools throughout the world currently incorporate “social and emotional learning” in their curricula. In some schools, courses geared toward developing emotional intelligence are mandatory.

 

The history of emotional intelligence

 

For decades, researchers have studied the reasons why a high IQ does not necessarily guarantee success in the classroom or the boardroom. By the 1980s, psychologists and biologists, among others, were focusing on the important role other skill sets — needed to process emotional information — played in promoting worldly success, leadership, personal fulfillment and happy relationships.

In 1990, psychologists John Mayer (now at the University of New Hampshire) and Peter Salovey of Yale theorized that a unitary intelligence underlay those other skill sets. They coined the term, emotional intelligence, which they broke down into four “branches”:

 

Identifying emotions on a nonverbal level

 

Using emotions to guide cognitive thinking

 

Understanding the information emotions convey and the actions emotions generate

 

Regulating one’s own emotions, for personal benefit and for the common good

 

As a science reporter for the New York Times, Goleman was exposed to Mayer’s and Salovey’s work and took the concept of emotional intelligence a step further. In his eponymous book from 1995, he argued that existing definitions of intelligence needed to be reworked. IQ was still important, but intellect alone was no guarantee of adeptness in identifying one’s own emotions or the emotional expressions of others. It took a special kind of intelligence, Goleman said, to process emotional information and utilize it effectively — whether to facilitate good personal decisions, to resolve conflicts or to motivate oneself and others.

 

Goleman’s five components of emotional intelligence

 

Goleman broadened Mayer’s and Salovey’s four-branch system to incorporate five essential elements of emotional intelligence — or EQ, the shorthand he sometimes uses:

 

Emotional self-awareness — knowing what one is feeling at any given time and understanding the impact those moods have on others

 

Self-regulation — controlling or redirecting one’s emotions; anticipating consequences before acting on impulse

 

Motivation — utilizing emotional factors to achieve goals, enjoy the learning process and persevere in the face of obstacles

 

Empathy — sensing the emotions of others

 

Social skills — managing relationships, inspiring others and inducing desired responses from them

 

Applications for educators

 

There are very practical reasons to promote social and emotional learning in schools, from kindergarten through college. According to Goleman, bullying, disciplinary problems, violence and drug abuse are reduced in schools with a high EQ. With a solid basis in emotional intelligence, academic performance — as well as behavior — improves. There is an obvious connection to Goleman’s third, motivational component: learning stimulates curiosity and promotes feelings of satisfaction, even joy, when students immerse themselves in the process of assimilating new information.

The EQ of children starts developing long before they ever enter a classroom. But EQ levels will vary widely, depending on each child’s home environment. Thus teachers must be able to recognize those children whose emotional literacy needs a boost. Teachers should be ready to talk about feelings in the classroom. The message is that no emotion is “wrong,” but certain ways of expressing those emotions or acting on them are indeed inappropriate.

In 2002, UNESCO launched an international campaign to promote emotional learning in the classroom. The U.N. body sent a statement of 10 basic EQ principles to education ministries throughout the world. Those principles drew heavily from Goleman’s exposition of emotional intelligence.

 

Rating emotional intelligence

 

PositivePsychology.com has created a guide to help people assess their own levels of emotional intelligence. Discover exercises ranging from classifying facial expressions, emotional articulation tools, and communication tasks among other activities. These are suitable for students and adults alike.

02/01/2021, 23:58 - Raman Bharadwaj: <Media omitted>

03/01/2021, 14:36 - Raman Bharadwaj: I read Trillion-Dollar Coach: The Leadership Playbook of Silicon Valley’s Bill Campbell for two reasons. Campbell was a legendary executive coach in Silicon Valley. I wanted to pick up leadership insights that I could use. I also coach people on how to write great books. I wanted to pick up some coaching tips.

This book takes an awfully long time to start to prepare to begin to get ready to share anything helpful. The book opens with Bill Campbell’s memorial service. The authors talk about what a swell guy Bill was and what a great coach he was and what a great impact he had on them. They tell you why they decided to write the book. That takes about 20 pages. Now that you know, you can skip ahead if you get bored.

I’m glad that I stayed with the book, despite the slow start. There were some good things that make the book worth the price. There are also some bad things that you can overlook or that may keep you from wanting to read the book. And there are ugly things, too. Let’s take the good things first.

 

The Good

 

There’s a lot of standard management/leadership advice here. You may have heard many of these ideas before, but they’re worth reading again. Sometimes the stars align, and a common point becomes an uncommon insight.

There is one powerful idea here. “Your title makes you a manager, your people make you a leader.” That was one of Bill Campbell’s mantras, but he gave Donna Dubinsky credit for opening his eyes to it.

There were also three areas of advice that seemed particularly insightful to me. One was the advice to “Lead based on first principles.” First principles are things that everyone agrees on and set the foundation for the company or the product.

The second important, practical insight was, “Manage the aberrant genius.” The aberrant genius is that high-performing team member who is difficult to deal with. I’ve seen several treatments of this in other books, but this is the best. There are specific guidelines for what to tolerate and what not to tolerate. There are ideas about when it’s time for the aberrant genius to depart.

The third, and the most potent insight was, “Work the team, then the problem.” This seems to have two meanings. First, make sure you put the right team together before you tackle a problem. The other is that when you have a problem getting things done, address the team and the way it works before you worry about fixing the problem. This is not something unique to Bill Campbell. Ed Catmull says much the same thing in Creativity, Inc. The section on coaching the team is excellent

 

The Bad

 

These are things that I didn’t like. They may keep you from buying the book, or that you skip when you read the book, or things that don’t bother you at all.

Early in the book, the authors say, “We quickly rejected the idea of writing a hagiography.” A hagiography was originally a biography of a saint. Today, the term refers to a biography that idealizes its subject. Sorry guys, you wrote a hagiography.

There’s way too much about what a swell guy and a great coach Bill Campbell was. We learn that he used the “F word” a lot, but it was okay because it was Bill. He hugged everyone, but it was okay because it was Bill. We’re told that he knew things “instinctively.” People took things from him they wouldn’t take from anybody else. There were too many phrases describing how Bill did something no one else can do.

 

“Of course, he was right.”

 

“Intuitive sense”

 

“Remarkable ability”

 

“Conversations with Bill were more nuanced than layered.”

 

“Bill’s genius”

 

Then, there’s my favorite. “With Bill, you close your eyes and it’s more about who he was.”

That may be true, but it’s distinctly unhelpful and it’s nothing like a “playbook.” If you can’t describe how he produced those remarkable results or developed that “remarkable ability,” you’re describing a magic trick.

The book would have been less of a hagiography and more helpful if there was more about times when Bill Campbell dealt with adversity.

There is something about how he supported Steve Jobs when Jobs was forced out of Apple. The authors could have used that to humanize Bill. We could have learned about his struggles at the time and how risky his stance was.

Another example. Bill was CEO at GO when the company was in its death spiral. That’s a failure story in one sense. The authors could have told it in some detail. It illustrates why people admired Bill Campbell, trusted him, and listened to him.

This wouldn’t be a hagiography if there was more about how Bill the football coach became Bill the Silicon Valley Wonder Coach. There’s plenty of ticking off achievements and admiring quotes, but precious little that humanizes the man.

The content of this book will work better for you if you are a Silicon Valley or high-tech CEO. The authors describe things that a middle manager often can’t do. They blur the line between what a middle manager can do and what an external coach can do.

There are also some things in the book which step over the line from bad to ugly.

 

The Ugly

 

Some things made me uncomfortable. One of them was a tone throughout the book I call “Silicon Valley macho.” There’s a kind of repeating background beat of “We’re tough. We can handle this stuff.”

Bill Campbell liked to give “everyone” bear hugs. He used the “F word” and other colorful language a lot. The book seems to imply that it’s okay because Bill did it, and Bill was a great guy. There’s not a single note that I could find of anyone being uncomfortable when Bill did it.

People are less likely to object to a hug from a guy who is a great friend and coach of the CEO of their company. They may not like it, but they’re not real likely to speak up.

Full disclosure here. I don’t think that kind of language or that kind of behavior are appropriate in a business or professional setting. If that’s what it takes to be a great coach, I’ll pass.

 

Bottom Line

 

There are good leadership insights in Trillion Dollar Coach. Those insights, by themselves, make this book worth reading. I don’t think you’ll learn much about coaching, though.

A lot of the book describes Bill Campbell’s unique way of communicating. It might not work for you if you haven’t been a football coach and a Silicon Valley CEO. It’s dangerous to believe you can do it his way and succeed. Bill Campbell gave people insightful and helpful advice and he told the truth. If you can figure out how to do that in your own way you’ve learned something powerful indeed.

 

03/01/2021, 14:46 - Raman Bharadwaj: *Conscious Leadership*

Jan. 29, 2019

 

Conscious Leadership is about being more interested in learning than being right. When our egos make us afraid to be wrong, that fear leads us to defend our ideas at all costs, and to work too hard to convince others that we are right—often with anger.

 

Conscious Leadership is about recognizing when these emotions (fear, anger, sadness) have gripped our thought processes, releasing these emotions, and shifting back to a state of curiosity where we are receptive to all ideas and creativity, even if they seem to contradict our own.

 

It is in a state of playful curiosity that truly elegant solutions are achieved.

 

At Clearbit, we practice Conscious Leadership.

 

Everyone joining the company is asked to read The 15 Commitments of Conscious Leadership.

 

We also regularly get the leaders of the group behind the movement in to present to our office.

 

When I discuss these principles outside the company I’m often meet with skepticism, and understandably so. It’s a pretty different model of leadership than the traditional top-down American style. If it’s so effective, where are all the massively successful examples of it at work? To be honest with you, I can’t point to them. The biggest successful example of these practices at scale I’ve found is Asana. These ideas are fairly novel though, and so will take some time to permeate though American culture. I’m hoping that Clearbit will be such an example one day.

 

The following is an abbreviated extract from the book. I’m not doing it justice though, so please consider buying the book and supporting the Conscious Leadership Group’s work.

 

Leading from above the line#

At any point, a leader is either above the line or below the line. If you are above it, you are leading consciously, and if you are below it, you are not. Above the line, one is open, curious, and committed to learning. Below the line, one is closed, defensive, and committed to being right.

 

Many people lead from below the line - it’s a common state stemming from millions of years of evolution. As soon we we sense the first whiff of conflict our lizard brain kicks in. Fear and Anger rise up, we get defensive and double down on being right. At this point we’re firmly below the line.

 

Knowing that you’re below the line is more important than being below the line. The first mark of conscious leadership is self-awareness and the search for truth. The second is pausing, taking a second, and shifting yourself into a open and curious state, and rising above the line.

 

Conscious Principles#

The following are principles to live your life by in order to shift yourself above the line.

 

Taking Radical Responsibility#

I commit to taking full responsibility for the circumstances of my life and for my physical, emotional, mental, and spiritual well-being. I commit to supporting others to take full responsibility for their lives.

 

Taking full responsibility for one’s circumstances (physically, emotionally, mentally, and spiritually) is the foundation of true personal and relational transformation. Blame, shame, and guilt all come from toxic fear. Toxic fear drives the victim-villain-hero triangle, which keeps leaders and teams below the line.

 

Conscious leaders and teams take full responsibility—radical responsibility—instead of placing blame. Radical responsibility means locating the cause and control of our lives in ourselves, not in external events.

 

Instead of asking “Who’s to blame?”, conscious leaders ask, “What can we learn and how can we grow from this?” Conscious leaders are open to the possibility that instead of controlling and changing the world, perhaps the world is just right the way it is. This creates huge growth opportunities on a personal and organization level.

 

Learning through Curiosity#

I commit to growing in self-awareness. I commit to regarding every interaction as an opportunity to learn. I commit to curiosity as a path to rapid learning.

 

Self-awareness and learning agility are known to create sustained success in leaders—they form the foundation of conscious leadership.

 

Conscious leaders are passionately committed to knowing themselves, which is the basis of their willingness to live in a state of curiosity. At any point, leaders are either above the line (open, curious, and committed to learning) or below the line (defensive, closed and committed to being right).

 

Being “right” doesn’t cause drama, but wanting, proving, and fighting to be “right” does. Even though conscious leaders get defensive like everyone else, they regularly interrupt this natural reactivity by pausing to breathe, accept, and shift.

 

Feeling all Feelings#

I commit to feeling my feelings all the way through to completion. They come, and I locate them in my body then move, breathe, and vocalize them so they release all the way through.

 

Great leaders learn to access all three centers of intelligence: the head, the heart, and the gut.

Resisting and repressing feelings is standard operating procedure in most organizations. Feelings are viewed as negative and a distraction to good decision-making and leadership.

 

Conscious leaders know that feelings are natural and expressing them is healthy. They know that emotion is energy in motion; feelings are simply physical sensations.

 

The four primary emotions are anger, fear, sadness, joy.

 

Knowing how to express them all of the way through to completion helps us develop emotional intelligence.

 

Each primary emotion has a unique energy pattern and set of sensations in and on the body.

 

Every feeling we experience invites us in a specific way to grow in awareness and knowing.

 

Repressing, denying, or recycling emotions creates physical, psychological, and relationship problems.

 

To release emotion, first locate the sensation in the body and then vocalize the feeling.

 

Conscious leaders learn to locate, name, and release their feelings. They know that feelings not only add richness and color to life but are also an essential ally to successful leadership.

 

Speaking candidly#

I commit to saying what is true for me. I commit to being a person to whom others can express themselves with candor.

 

Leaders and teams have found that seeing reality clearly is essential to being successful. In order to see reality clearly, leaders and organizations need everyone to be truthful and not lie about, or withhold, information. They need candor. Candor is the revealing of all thoughts, feelings, and sensations in an honest, open, and aware way.

 

Speaking candidly increases the probability that leaders and teams can collectively see reality more clearly.

 

Withholding is refraining from revealing everything to all relevant parties. Withholding also decreases energy in leaders, which often shows up as boredom or lethargy in them and relational disconnection in the team.

 

Rather than withholding, conscious leaders practice revealing. They reveal not because they are right, but because they wish to be known. Through this transparency, they create connection and open learning.

 

Conscious listening is one of the most important skills for effective leadership: by identifying our listening “filters,” we can let go of them and become fully present to the expression of the other person.

 

Conscious listening takes courage: we must listen for the content (head center), the emotions (heart center), and base desire (gut center) being expressed by the other person. It is best to start with candor in relationships only when you have a shared commitment to it, along with the necessary skills, including being able to speak unarguably.

 

Eliminating gossip#

I commit to ending gossip, talking directly to people with whom I have a concern, and encouraging others to talk directly to people with whom they have an issue or concern.

 

Even though gossip has long been a part of office culture, it is a key indicator of an unhealthy organization and one of the fastest ways to derail motivation and creativity.

 

Gossip is a statement about another made by someone with negative intent or a statement the speaker would be unwilling to share in exactly the same way if that person were in the room.

 

Gossip is an attempt to validate the righteousness of a person’s thinking and is below the line; it is not a comment designed to serve the person being discussed.

People gossip to gain validation, control others and outcomes, avoid conflict, get attention, feel included, and make themselves right by making others wrong. In short, people usually gossip out of fear. If you gossip, clean it up by revealing your participation in the gossip to everyone involved.

 

When leaders and teams learn to speak candidly with each other, they benefit from the direct feedback about issues within the organization that otherwise could derail creative energy and productive collaboration.

 

Integrity#

I commit to the masterful practice of integrity, including acknowledging all authentic feelings, expressing the unarguable truth, keeping my agreements, and taking 100% responsibility.

 

Integrity is the practice of keeping agreements, taking responsibility, revealing authentic feelings, and expressing unarguable truths. It is essential to thriving leaders and organizations.

 

Conscious leaders are impeccable with their agreements. They make clear agreements, keep them, renegotiate them when needed, and clean them up when broken. Integrity is fundamental to conscious leadership and successful thriving organizations.

 

Generating appreciation#

I commit to living in appreciation, fully opening to both receiving and giving appreciation.

 

Committing to appreciation, along with avoiding entitlement, helps leaders and organizations grow value and connection in the workplace.

 

Appreciation is comprised of two parts: sensitive awareness and an increase in value.

 

Entitlement arises when rewards and benefits become an expectation instead of a preference. Living in appreciation has two branches: being open to fully receiving appreciation and being able to fully give appreciation. For most, it is more difficult, and people are more afraid, to receive appreciation than to give it.

 

To avoid receiving appreciation, people strategically deflect it. Masterful appreciation is sincere, unarguable, specific, and succinct.

Appreciation allows the unique gifts in the community to be recognized.

 

Living a life of play and rest#

 

I commit to creating a life of play, improvisation, and laughter. I commit to seeing all of life unfold easefully, and effortlessly. I commit to maximizing my energy by honoring rest, renewal, and rhythm.

 

Creating a life of play, improvisation, and laughter allows life to unfold easily and energy to be maximized.

 

Play is an absorbing, apparently purposeless activity that provides enjoyment and suspends self-consciousness and a sense of time.

 

It is also self-motivating and makes you want to do it again. An imposed nose-to-the-grindstone culture will lead to higher levels of stress, guilt, employee burnout and turnover.

 

Energy exerted with this type of “hard work” is wrought with effort and struggle, whereas energy exerted through play is energizing.

 

Most leaders resist play because they think they will fall behind if they aren’t seriously working hard.

 

Organizations that take breaks to rest and play are actually more productive and creative.

 

Energy is maximized when rest, renewal, and personal rhythms are honored.

 

Conscious leaders who value and encourage an atmosphere of play and joy within themselves and in their organizations create high-functioning, high-achieving cultures.

 

Exploring the opposite#

 

I commit to seeing that the opposite of my story is as true as or truer than my original story. I recognize that I interpret the world around me and give my stories meaning.

 

Conscious leaders practice simple ways to question the beliefs that cause suffering, starting with “Is it true?” and “Can I absolutely know it is true?” The turnaround exercise allows leaders to practice shifting their beliefs from knowing to curiosity. When conscious leaders let go of the righteousness of their beliefs, they open to curiosity and align with their deepest desires.

03/01/2021, 21:52 - Raman Bharadwaj: HUMBLE

• Self-Discovery: Know who you are

• Openness: Share the real you with others

• Meekness: Remember it’s not about you

• Conviction: Stick to your principles

• Faith: Prioritize your day so God is first

• Assignment: Live out your calling

HUNGRY

• Ambition: Develop an appetite for what’s next

• Curiosity: Keep learning

• Passion: Love what you do

• Innovation: Stay current, creative, and engaged

• Inspiration: Nurture a vision for a better tomorrow

• Bravery: Take calculated risks

HUSTLE

• Excellence: Set standards that scare you

• Stick-with-it-ness: Take the long view

• Execution: Commit to completion

• Team Building: Create an environment that attracts and retains the

best and brightest

• Partnership: Collaborate with colleagues and competitors

• Margin: Nurture healthier rhythms

• Generosity: Leave the world a better place

• Succession: Find power in passing the baton

03/01/2021, 21:54 - Raman Bharadwaj: Many of us are too shy or we think that it is outside of our comfort zone to ask

for help, especially from strangers. Culturally it feels uncomfortable for many

people to ask for help or ask strangers for something.

 

STEVE JOBS' WINNING STRATEGY: HOW

TO GET ANYTHING YOU WANT

Many of us use iPhones and iPads and other Apple products because of

one simple business and life strategy that Steve Jobs practiced from a very

young age:

“Ask and you shall receive.” This short YouTube video will change your life

(alternatively go to YouTube and search for “Steve Jobs Ask”):

https://www.youtube.com/watch?v=zkTf0LmDqKI

 

Steve Jobs never had issues reaching out and asking for help from strangers. You

will be amazed how many people want to help you if you just ask!

Fortunately,

not many people do this

03/01/2021, 23:44 - Raman Bharadwaj: According to “The 15 Commitments of Conscious Leadership,” you can be one of two types: conscious, or unconscious.

The names speak for themselves.

Unconscious leaders are, really, just going with the flow. They employ traditional models, don’t want to learn anything new, and when the push comes to shove, everyone can be blamed or motivated through fear and threats.

Don’t rush to any conclusions just yet: this kind of leadership works! But only in the short run. While creating a hostile and unsafe atmosphere where hate and distrust prevail.

So, believe us: you don’t want to be that boss.

But if you want to be the conscious one – you’ll have to spend some time working on yourself. And we’re about to teach you the 15 basic strategies on how to become that person.

Starting with commitment #1: taking radical responsibility.

The Navy SEALs do it, football managers do it – and you should do it too. The premise is as bright and clear as the sky in July: when something goes wrong, blame no one but yourself. That’s how you earn your employees’ trust and respect.

That’s how you learn as well! Learning through curiosity is the second commitment and, obviously, it means exploring, but, even more, understanding that it’s the pioneers who make the most mistakes. But, they are also the ones who pave the way forward.

Commitment #3: feeling all feelings. Or, in other words, mastering your emotional intelligence. Don’t repress or recycle bad feelings. Analyze them; talk them out.

The fourth commitment is related: speaking candidly. If you want your employees to be open with you, do yourself a favor and be open to them as well. Listen attentively and express yourself honestly. That way – you’ll eliminate gossip, which is the fifth commitment.

The sixth commitment is practicing integrity. If you’re committed to the five commitments explained above, you’re all but doing it. The only thing missing: keeping your word. Say what you do – and do what you say.

This should generate appreciation which is commitment #7. Return the favor: appreciate your employees as well for their abilities and their uniqueness.

Speaking of uniqueness: excel in your zone of genius. This is one of the reasons leaders are respected. Don’t forget that genius is not transferable – if you’re the best in one areas, you’re not the best in all areas.

Commitment #9: living a life of play and rest. Everybody wants to have fun. Be the role model and play yourself. Work shouldn’t be boring. Don’t forget: all work and no play makes Jack a dull boy.

The tenth commitment is just as important: exploring the opposite. Accept other people’s interpretations – because, you’ll be right in, at best, only half of the cases.

The eleventh commitment is worded much more complex than it actually is: sourcing approval, control, and security. In reality, it means finding a way to be happy with what you have.

Which brings us to commitment #12: having enough of everything. Time, love, money – it’s logical that at some point you’ll get enough of each of them. So, stop endlessly chasing them.

Experiencing the world as an ally is the thirteenth commitment. Not everyone is against you. On the contrary, in fact: virtually everything and everyone can help you in some way.

And if that’s not the case – see commitment #1 – it’s your fault. Because, you need to create win for all solutions. Compromise and competition aren’t the only ways to go. There’s always a third side to every argument.

And that third side is you. Which is why being the resolution is the final, fifteenth commitment of conscious leadership.

Don’t be the problem.

 

Key Lessons from “The 15 Commitments of Conscious Leadership”

 

1.      Be a Conscious Leader

2.      Take Full Responsibility for Your Actions

3.      Be the Resolution to All the Problems

 

Be a Conscious Leader

 

There are two types of leaders: unconscious and conscious.

Unconscious leaders don’t really need books to lead their companies. But, that’s not because they know how to lead; but because they listen to their instincts.

And, in the short run, their instincts work; but, in the long run, they make them unloved managers of an unloving environment.

 

Take Full Responsibility for Your Actions

 

The first commitment of any conscious leader: take full and radical responsibility for your actions. Which means: both your successes and your mistakes.

A word of warning: there will be many of both.

 

Be the Resolution to All the Problems

 

This is the final commitment: be the resolution. Never be the problem. There are many of the latter. Very few of the former.

By committing yourself to be the resolution, you’ll inspire resolute commitment from your subordinates. Which will make leadership a song!

04/01/2021, 07:25 - Raman Bharadwaj: Cheers!

It is the first working day of the year 2021. Wishing that you have a beautiful day at work and a productive week on hand, my friend.

 

*Respect All - Each their perspective.*

 

*Guiding Quote:*

An optimist is a person who sees a green light everywhere.

The pessimist sees only the red light. But the truly wise person is color-blind.

~ Albert Schweitzer

 

*Point to Ponder:*

Acting color-blind is an interesting concept in today’s world. It is wise to apply it in our approaches to others and to circumstances, so that we do not taint our

*perceptions with bias.*

 

A traveller through the mountains came upon an elderly gentleman who was

busy planting a tiny almond tree. Knowing that almond trees take many years to

mature, he commented to the man, “It seems odd that a man of your advanced

age would plant such a slow-growing tree!” Th e man replied, “I like to live my life based on two principles. One is that I will live forever. The other is that this is my last day.”

 

*Action:*

Let's work on our wisdom and apply color-blindness toward events as well as people.

 

Let's see opportunities and take notice of warnings. We will realize that there are multiple perspectives, let's respect them all.

 

There are four ways, and only four ways, in which we have contact with the world. We are evaluated and classified by these four contacts: What we do, How we look, What we say, and

How we say it. ~ Dale Carnegie

 

The four contacts, What we do, How we look, What we say, and How we say it, are

foundations upon which we are measured by our societies. Unfortunately, many societies lay too much emphasis on the appearance factor, and too little on the other aspects. While concern about how we look is indeed an important one, it is also the source of much pain and suff ering in the world. People discriminate on basis of looks, especially considering the fact that we only have limited influence

on that factor. We cannot change our race or gender, so how we look is a given

to a large extent. We should think on that.

 

Let's pay attention to all four contacts listed above, and each of us specifically focus on the following three today:

What we do, What we say, and How we say it.

 

Scripted exclusively for the members of this group

*R3 - Raman's Random Ramblings*

by

Raman