22:57
Faizan
1 - Showing up with an authentic voice
How a leader sees him or herself impacts on how he or she shows up in the marketplace and workplace. Leaders need to first look inward and understand how they see their world. Getting to understand their ways of being, thinking and acting and the resulting patterns of engagement will help, with feedback, to explore more productive ways of engaging self and others. The process of recognizing and letting go of limiting beliefs that cloud success, enables leaders to show up with a new sense of clarity and purpose.
"Much has been written about the "transparent" leader. In my experience, the best ones have a balance of transparency... they are transparent in that they let the reality of where they are and the situation be known. We can only ultimately trust people who are being real with us. But part of that, is transparency not just about the facts, but about themselves as well. We need to see their vulnerabilities and how they are feeling about things. We also need to know about their failures, and times they haven't gotten it right. That helps us to follow them." - Henry Cloud PH.D.
A leader who is transparent and congruent comes across as more authentic and confident, and others are drawn in to a dialogue, the art of creating a new destiny together.
2 - Conducting effective, honest and purposeful conversations
One of the most powerful tools for deep dialogue is committed listening, which involves a set of interrelated skills: open-ended questioning, paraphrasing, acknowledging feelings, non-verbal encouragers and summarizing.
It's the commitment to listen to the unique experiences of another person by hearing not only the words but sensing and responding to the underlying feelings, and unexpressed meanings behind the words. An essential competency is the ability to communicate authentically and remain true to oneself while not violating the rights of others. This includes having skilled, results-driven conversations about performance, productivity and quality.
3 - Engaging in tough, conflict conversations when necessary
Every leader needs the confidence and capability to lean into tough conversations with people perceived to be difficult. The mere act of showing up, rather than avoiding tough conversations, will most often result in a better outcome than what was at first anticipated, and often results in a more positive and collaborative outcome.
Tough conversations are 'tough' in the sense that a leader needs to balance care with candour so that the leader does not communicate a mixed message. This involves showing care and respect for the person while at the same time being absolutely clear on the issues.
4 - Collaborating with customers
Building collaborative internal and external client relationships that help to differentiate the organization from the competition is critical. Every organization is handed two major touch points or 'aces', which can be played continuously or withheld. The first 'ACE' is to cultivate an Authentic Culture of Engagement within the organization. Playing this 'ACE' is counterintuitive, because it requires that all levels of leadership first model the client touch point behaviours with each other as internal clients.
How a leader sees him or herself impacts on how he or she shows up in the marketplace and workplace. Leaders need to first look inward and understand how they see their world. Getting to understand their ways of being, thinking and acting and the resulting patterns of engagement will help, with feedback, to explore more productive ways of engaging self and others. The process of recognizing and letting go of limiting beliefs that cloud success, enables leaders to show up with a new sense of clarity and purpose.
"Much has been written about the "transparent" leader. In my experience, the best ones have a balance of transparency... they are transparent in that they let the reality of where they are and the situation be known. We can only ultimately trust people who are being real with us. But part of that, is transparency not just about the facts, but about themselves as well. We need to see their vulnerabilities and how they are feeling about things. We also need to know about their failures, and times they haven't gotten it right. That helps us to follow them." - Henry Cloud PH.D.
A leader who is transparent and congruent comes across as more authentic and confident, and others are drawn in to a dialogue, the art of creating a new destiny together.
2 - Conducting effective, honest and purposeful conversations
One of the most powerful tools for deep dialogue is committed listening, which involves a set of interrelated skills: open-ended questioning, paraphrasing, acknowledging feelings, non-verbal encouragers and summarizing.
It's the commitment to listen to the unique experiences of another person by hearing not only the words but sensing and responding to the underlying feelings, and unexpressed meanings behind the words. An essential competency is the ability to communicate authentically and remain true to oneself while not violating the rights of others. This includes having skilled, results-driven conversations about performance, productivity and quality.
3 - Engaging in tough, conflict conversations when necessary
Every leader needs the confidence and capability to lean into tough conversations with people perceived to be difficult. The mere act of showing up, rather than avoiding tough conversations, will most often result in a better outcome than what was at first anticipated, and often results in a more positive and collaborative outcome.
Tough conversations are 'tough' in the sense that a leader needs to balance care with candour so that the leader does not communicate a mixed message. This involves showing care and respect for the person while at the same time being absolutely clear on the issues.
4 - Collaborating with customers
Building collaborative internal and external client relationships that help to differentiate the organization from the competition is critical. Every organization is handed two major touch points or 'aces', which can be played continuously or withheld. The first 'ACE' is to cultivate an Authentic Culture of Engagement within the organization. Playing this 'ACE' is counterintuitive, because it requires that all levels of leadership first model the client touch point behaviours with each other as internal clients.
Posted in: business
