| Leadership Insights for Business Success |
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| Are You Leveraging Your ‘Secret Sauce?’
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| Each of us have unique abilities that tap into who we are and what we’re particularly good at - our 'secret sauces'. However, to the detriment of ourselves and others, we tend to leave them behind as we progress in our careers. As leader, it’s critical to leverage your unique ‘secret sauce’ to realize real success for yourself, your team and your organization.
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As you’ve probably seen, or experienced yourself, as leaders move forward and upwards in their careers, their focus and actions typically become increasingly broader in scope. If you’re like most people, you launched your career in a specific, fairly well-defined role, and then acquired additional competence and experience to handle bigger roles that entailed a wider array of tasks and responsibilities.
For many of us, our initial roles involved activities that made good use of our aptitudes, training and preferences. Even those of us who took some time to ‘discover’ which aspects of our jobs were most satisfying eventually recognized the core elements that really fit well with who we are and what we really liked to do.
For some, it’s solving challenging problems related to technical issues (e.g., engineering, information technology, science, law). For others, it’s helping people develop and grow in their capacity or capability (e.g., teaching, counselling). For others, it’s creating new insights through various media (e.g., writing, music, dance, art). For those in the world of business, it’s creating new entities, growing existing organizations or generating new products and services (e.g., entrepreneurship, marketing, sales).
Regardless of the attribute, we all have a unique ability or abilities that tap into.... (cont'd) |
| | | | Around The Web: Noteworthy News & Research
The Psychology Behind Effective Crisis Leadership
When a leader’s appeal rests on a vision alone, leadership is not whole. And the limitations of such visionary leadership become painfully obvious in times of crisis. Crises always test visions, and most don’t survive. Because when there’s a fire in a factory, a sudden drop in revenues, a natural disaster, we don’t need a call to action. We are already motivated to move, but we often flail. What we need is a type of holding, so that we can move purposefully. Holding is a more obscure and seldom celebrated facet of leadership than vision, but no less important. And when crises hit, it becomes essential. This article explores ‘holding’ and its vital importance for leaders during crises.
Read full article »
Seven Questions for Corporate Boards Navigating COVID-19
What exactly do effective boards need to do to navigate the current crisis? High functioning boards must adapt their routines to reflect the new reality of extreme uncertainty, increase the frequency of meetings and change their agendas – but stay away from executive functions. This article identifies seven key questions, backed by field research, that can serve as a guide for your board.
Read full article » |
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