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Own Your Behaviours, Master Your Communication, Determine Your Success | Louise Evans | TEDxGenova

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Seth Godin – Leadership vs. Management - What it means to make a difference

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If you walk into many organisations in most industries, you will likely encounter the staffing phenomenon of those in positional leadership roles, and those in personal or real authentic leader roles. What will often separate the more forward-thinking, aspirational and focused organisations from others is the ratio of real authentic leaders compared to the number of positional leaders.
What differentiates a positional leader and a personal leader?
Positional leaders operate from a traditional or formal understanding of power. Someone who holds a position of power, say a CEO, CFO or COO, can reasonably assume that a large amount of power is granted to them based on their title alone. Leaders who operate from a positional standpoint alone are often unable to look beyond the roles and responsibilities of the title to see how their performance, attitude and general behaviour affects others.

Authoritarian by nature, positional leaders often rely solely on their formally defined responsibilities to influence or coerce others to obey them. Unfortunately, those who operate using this type of leadership style have fundamentally misunderstood how great leaders work to secure and maintain the loyalty of those around them.

On the other hand, personal power comes from being someone worth following and looking to for direction. Authentic leaders or personal leaders operate far beyond the formal responsibilities of their position. Those who operate with a personal leadership mindset are more focused on organisational and business growth, motivation of those around them, and the overall engagement of the entire team.

While personal leadership also can involve positional leadership in times of trial, stress or necessity, it is not used as the defining factor for influencing others. Rather, a strong personal leader will be highly respected because of their ability to juggle responsibility, while also being able to be relied on by those around them.

Developing personal leadership qualities amongst those outstanding performers in your team is essential for your business to grow around the qualities of self-leadership, self-respect and self-management. Similarly, those who aspire to be leaders would be advised to invest in their own self-leadership, and develop their personal power, trusting that opportunities to influence others will surely come.

Remember, leadership is not necessarily about the title someone holds or the designation of duties. It is more about the impact, influence and inspiration that someone has over a group of people. More often than not, the real power of a position comes from more than just where they may sit within an organisational chart; it comes from how authentically they can hold a team together, generate enthusiasm in others, and make a genuine difference in an organisation.
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Positional Leadership v Personal Leadership

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If you walk into many organisations in most industries, you will likely encounter the staffing phenomenon of those in positional leadership roles, and those in personal or real authentic leader roles. What will often separate the more forward-thinking, aspirational and focused organisations from others is the ratio of real authentic leaders compared to the number of positional leaders.

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I was invited to speak at a medical conference on the importance of personal leadership and how it can be a great tool towards achieving personal development and improved well-being a few months ago. I was particularly pleased with the opportunity to do this because it proves that personal leadership has no restriction; it is applicable to everyone. Personal leadership is the ability to take responsibility for all aspects of your life and leading it in the direction that is best for you. It makes you responsible, organised and accountable to the goals you set. In other words, personal leadership can be used to improve your well-being since it makes you organised, accountable and live your life the way you choose to.

According to Calvert (2014), Successful Leaders their Personal Leadership Philosophy (PLP)and communicate it by living it passionately everyday in all they say and do. They have taken the time to determine who they are, their values and priorities. They their course...

In order to be a successful leader in school, church, home and work, having strong personal leadership skills is critical.

When you are able to take responsibility for the decisions you make in all areas of your life and you are making those decisions in your best interest, you are better able to have a positive and inspiring impact on others. You are also able to be a role model for others in the leadership arena.
Elements of personal leadership
* Personality - a distinctive character or qualities of a person, personal existence or identity, being a person.

* Self- Confidence: the ability to be confident in one's self.

* Intelligence - understanding, a quickness of understanding which can be applied through;

Cognitive intelligence: The ability to perceive and understand information, reason with it, imagine possibilities, use intuition and imagination, make judgements, solve problems and make decisions.

Spiritual intelligence: the ability to operate in spiritual maturity

Emotional intelligence: Knowing one's emotions, Managing emotions, Motivating oneself, Recognising emotions in others, Handling relationships

Moral intelligence: The ability to differentiate right from wrong according to universal moral principles.

* Style - a kind or sort, a manner of writing, speaking or doing, a distinctive manner of a person.

* Skill - expertness, a practised ability, facility in an action.

* Concern for people - the extent to which the leader emphasises the needs, interests etc. of the group.

* Participatory leadership - the extent to which the leader shares decision-making concerning group activity.

* Motivation: Anything that provides direction, intensity, and persistence to behaviour.
Some critical questions that can help you develop personal leadership skills are:
* The Mission Why am I here?

* Norms What are the rules?

* Buy-In Am I committed to succeed?

* Power What resources do I need?

* Results Am I moving it in the right direction?
Three factors that impact strong personal leadership skills.
- Mindset: having a positive mindset translates to a positive attitude

- Energy: how are you managing your energy? Are you taking time to renew yourself and do things to nurture yourself? This all supports you in being able to make the choices that will lead you in directions that are best for you.

This again translates into your leadership skills at work; managing your energy in all areas of your life enables you to give your best both personally and professionally and to be at your best when you are both at home and at work.

- Strong support systems. Having strong personal leadership skills means you have a network of people to support you through making choices that are in your best interest. who are your friends? Do you help you grow or watch you remain the same without any sense of guilt?

These people are your sounding boards, your trusted colleagues, your family and friends, and really anyone who you define as part of your inner circle of confidantes. These are the people who know you and who you trust. They are the ones you can bounce ideas off of, vent to, and seek advice, and counsel from.

In conclusion, developing the habit of leading your live can help you grow into the person you hope to become.
Source:
http://www.managingamericans.com/BlogFeed/Leadership-Teambuilding/Crafting-Your-Own-Personal-Leadership-Philosophy.htm

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I was invited to speak at a medical conference on the importance of personal leadership and how it can be a great tool towards achieving personal development and improved well-being a few months ago. I was particularly pleased with the opportunity to do this because it proves that personal leadershi

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Amy Edmondson: Creating Psychological Safety at Work

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What exactly is psychological safety? It's a term that's used a lot but is often misunderstood. In this piece, the author answers the following questions with input from Harvard Business School professor Amy Edmondson, who coined the phrase "team psychological safety": 1) What is psychological safety? 2) Why is psychological safety important? 3) How has the idea evolved? 4) How do you know if your team has it? 5) How do you create psychological safety? 6) What are common misconceptions?

No one likes to deliver bad news to their boss. But that's exactly what I had to do when a project I'd been working on wasn't delivering the results we expected. I'd been a big advocate for our team taking on the initiative and, personally, I'd invested a lot of time into it - and convinced others to do the same.

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What exactly is psychological safety? It's a term that's used a lot but is often misunderstood. In this piece, the author answers the following questions with input from Harvard Business School professor Amy Edmondson, who coined the phrase "team psychological safety": 1) What is psychological safety? 2) Why is psychological safety important?

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The Fearless Organization: Creating Psychological Safet...

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Read 344 reviews from the world's largest community for readers. Conquer the most essential adaptation to the knowledge economy The Fearless Organization:...

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Daniel Pink   Autonomy, Mastery & Purpose

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Sir Alex Ferguson  Secrets of Success   Documentary

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Brené Brown studies human connection -- our ability to empathize, belong, love. In a poignant, funny talk, she shares a deep insight from her research, one that sent her on a personal quest to know herself as well as to understand humanity. A talk to share.

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RSA ANIMATE: Drive: The surprising truth about what motivates us