Leadership

How Emotional Intelligence can be a Career Enhancing Attribute?

Emotional intelligence is a career enhancing attribute, a career maker. Equally so, being emotionally unintelligent can be a career breaker. It is for this reason that every leading business school in the world has a course on emotional intelligence. If you can learn to recognise what you are feeling at any given time, can name that feeling for what it is, you can then manage it in a way that will enhance rather than destroy your professional credibility. Once you have learned how to manage your own emotions, you then become very adept at identifying what others are feeling. This means you respond in much more appropriate ways to achieve the response you want from those others. In time you become the highly sought after professional for the way you can manage the people issues in your organisation. You become the CEO of Relationship Management.

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How To Be Resilient And Bounce Back When Things Go Wrong.

Learning how to be resilient and bounce back when things go wrong is one of the most important soft skills for leadership today. If you are a leader today, or aspire to be one, then working on developing resilience will equip you well to manage the change, uncertainty, unpredictability and ambiguity of this new economy in which we are now working and living. Resilience is the psychological inner strength, the mental toughness, we bring to the events and experiences of our life. It is what helps us bounce back from every adversity to move forward again to achieve the goals we have set for our professional and personal life. Resilience is not something that can be learned theoretically in a training course or by following particular strategies meticulously over a few days or a week no matter how committed you are. It can only be learned in practice, by facing setbacks and obstacles and working through them. The old adage – Practice makes perfect – is never more true than in the development of resilience.

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5 Skills To Empower Leaders for An Uncertain Future

Leadership is such a contested concept. There are all kinds of theories, ideas and beliefs about what makes a great leader. When I went on to Google and typed in What is Leadership, in 33 seconds, Google threw up 464 million entries. Yet there are 5 key skills that will empower leaders to manage whatever challenges they face in leading their teams and organisations into this uncertain future. They are self-awareness, resilience, pro-activity, resilience and work/life integration. They will enhance leaders’ self-leadership. They are what we call the soft skills for leadership that are now seen to be an essential complement to the technical skills of our profession or industry sector.

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4 Steps to Motivate High Performance in Your Organisation

High performance and its rewards…..everyone wants it. Managers want teams of high performing, highly motivated employees. Employees want the inspiration of working with teams of empowered and high performing colleagues.
Yet how do you motivate high performance? Many want to achieve that goal in the quickest and simplest way possible. Waving a magic wand would be the preferable way to make it happen. Instead that process requires a strategy implemented with commitment and motivation.
It doesn’t matter whether you are a manager wanting to have a high performing team, or an employee wanting the buzz of working with such a team, it all comes back to YOU and changes you are willing to make to achieve that goal. Here are 4 Steps for How You Motivate High Performance.

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Manager Mark Has No Skills For Managing People

Mark has technical skills your organisation cannot afford to lose. No one else in the organisation has his level of expertise. You really want him to focus on bringing that expertise to research and development, enhancing the product development and service delivery in the organisation. Mark, however, has been wanting to move into management for the past 18 months, saying that having been with the organisation for 3 years at the same level, he deserves a promotion given his significant contribution.
You don’t deny any of that and you are quite concerned that if you don’t grant that management promotion to him, he may seek it elsewhere. So what do you do? You make him a manager. What happens next is an organisation’s worst nightmare.

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Investing in Managers is Investing for Success

The ability to engage and empower employees to give the best of themselves to their work is one of the greatest skills any manager can possess. It results in people bringing not just their bodies to work but also their hearts and minds. They want to work WITH you, not just FOR you.
70% of employee engagement is determined by employees’ managers not by external rewards and perks. It therefore makes enormous sense that organisations invest in the professional development of their managers as a way to grow their organisations.
When managers know how to motivate their employees for high performance, rather than just attempting to manage their work, a great organisational culture is built of energised and empowered people and as a result productivity increases

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Manage Your Energy, Not Your Time

Discovering the work of Tony Schwartz about 7 years ago via a Harvard Business Review article, Manage Your Energy, Not Your Time, had a profound impact on me and the way I think about time management.

Tony is the President and Founder of The Energy Project, a global “consulting and training company that provides organisations with a detailed roadmap for building and sustaining a fully energised workforce”. He says that they help “leaders and managers become ‘Chief Energy Officers’ by taking responsibility for mobilising, focusing, inspiring, and regularly renewing the energy of those they lead.”
One of the key points Schwartz makes is that while time is “a finite resource”, after all there is only 24 hours in a day, energy is not. You can expand, recharge, renew, develop and enhance your energy. You can learn ways to do that. You can stop doing the things that drain your energy for starters and use that time to do the energising work that empowers you. Have you noticed how high energy people never seem to be stressed or overwhelmed? They always seem to have time for what they deem to be important to them.

In his article Managing Your Energy, Not Your Time, Schwartz gives a number of practical examples of how he has developed these energy management skills in organisations that make it quite clear that managing your energy can really result in much higher performance.

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Be A Leader – Even If You Are Not The Boss!

Everyone can be a leader today. You don’t have to have a leadership title or role. In fact, the leaders of the future are the employees who act like leaders in every situation in which they find themselves because they want to make a difference. They are the horizontal leaders. They stand out from the crowd and they attract the attention of those with the power to give them the title and the role.

If you ignore the opportunities that horizontal leadership offers, you will be overtaken by those who seize them. Leadership no longer depends on seniority or length of tenure, or maleness or technical expertise. Here is what you can begin to do right now to become the leader of the future.

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When You Miss Out On That Leadership Role – Act Like The Leader You Wanted To Be!

There are still a lot of people out there in our workplaces who believe, that because they are of a certain age, or because they have been there some time, or because they are male, or because they meet their KPIs (even if they stomp on everyone else to do it), that they deserve to be appointed to the next leadership position.They don’t realise that it doesn’t work that way anymore. They need to stand out from the crowd as a leader before they get the title and the role. Leadership today is no longer a title or a role. It is a quality and too many have not caught up with that new reality!

A senior executive I was coaching came to me recently with exactly this issue. There had been some significant changes in his organisation. A number of management positions had disappeared and the rest were all re-advertised. He’d had a major role in the recruitment process and had focused on appointing people who were already demonstrating leadership, acting like what he wanted his leaders to be. This meant, however, that some of those who expected to gain the leadership positions missed out. He now had on his hands a number of people who, not only had disengaged, but were outwardly hostile towards him and the new leaders. What could he do? How did he manage this?

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Engage Your Employees For High Performance

The ability to engage your employees for high performance sees you become a highly sought leader. With only 24% of Australian employees engaged, 60% neutral (just there but not engaged) and 16% disengaged, it is not surprising that the lack of productivity in Australia costs $42 billion a year. Why is this so? Your employees often can’t see, do not know, what value they are contributing, what difference they are making to your organisation. They come to work, do what they need to ensure they keep their jobs, but leave, in the car park, their hearts and minds, that part of them that has the potential to bring so much innovation, empowerment and high performance to your organisation. 70% of employee engagement in an organisation is dependent on managers, yet 44% managers have said they do not know what motivates their employees. So is it any wonder that employees are not engaged.

Here are 9 actions that you can take to motivate and inspire engagement in your organisation.

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