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At the best of times, leadership mistakes can cost an organization valuable time and money. During difficult economic times, the results can be disastrous and ongoing.

In my Psychology Today article, Management Rewired: What Brain Science Can Tell Us About Leadership I said, "Research on how the human brain can affect behaviors-called neuroscience, or the popular term, brain science - has yet to be fully appreciated by leaders of organizations. That knowledge could have a significant impact on how leaders are trained and what they do. In the past few decades, scientists have gained new and more accurate scientific views of human behavior, studying the human brain. Organizational change that takes into account the physiological nature of the brain and ways that predisposes people to resist cooperate with leaders can be extremely useful for leaders."

It appears as though this management lack of knowledge of brain functioning and human performance may account for dysfunctional management practices.

Aubrey C. Daniels, one of the world's foremost authorities on management and human performance, outlines management practices that are destructive to organizations during boom or bust times, in his outstanding book, Oops! 13 Management Practices That Waste Time and Money (and what to do instead).

Daniels points out that few managers look for behavioural data to affect employee performance because most managers know very little about the science of behaviour and recent brain science or neuroscience, and very few business programs in universities teach it. He says another reason why organizations are fundamentally flawed from a behavioural perspective is that they were designed by those people - those with financial expertise - who have only one purpose in mind, to make money. He says that "how employees are paid, appraised, rewarded, and recognized have financial implications," but when designed without an understanding of human behaviour, you can get contrary results. For example, there is a mountain of research to show that employees are not primarily motivated by financial rewards over the long term, yet we continue to use that as a management motivational strategy.

Daniels identifies the following 13 managerial strategies that not only don't work, but are destructive to organizations and the people in them. He also outlines what's wrong with them and what to do about it. Of the 13, here's a few that leaders in organizations should pay close attention to:

1. Stretch Goals. What's wrong with it: Employees end up overwhelmed and frustrated if they fail to reach aggressive goals. What to do about it: Set achievable short term goals and chart employee progress month by month.

2. Performance Appraisal. What's wrong with it: It's hated by both managers and employees; it's done once a year and then appraisal is ignored for the rest of the year; it's not motivational. What to do about it: Give immediate management feedback to employees for success or failure on a daily basis.

3. Rewarding Things a Dead Man Can Do (rewarding negatives). What's wrong with it: If you reward employees for zero defects, the sure way to meet that target is to try nothing that has a chance of failing, or falling short. What to do about it: reward every success, not matter how small.

4. You did a good job, but... (good news-bad news feedback). What's wrong with it: "Yes, but," is not a motivator, but a punisher, and seen by employees as management "nagging." What to do about it: praise and criticism should come in two separate conversations.

5. The Sandwich [Criticism sandwiched between two positive statements]. What's wrong with it: People naturally place more focus on negative messages than positive, so the focus on the positive is lost. What to do about it: If management needs to confront an employee about an issue, do so in a straight forward manner, with no sugar-coating.

6. Promoting People No One Likes. What's wrong with it: Employees perform out of fear rather than commitment and loyalty. What to do about it: Promote people who are liked and have superior interpersonal and emotional intelligence abilities.

Daniels presents some very controversial remedies for what ails our current organizations, based on some very sound brain science and human behaviour research, that should draw the attention of every leader.
Ray Williams is President of Ray Williams Associates, a company based in Vancouver, B.C., providing leadership training, executive coaching and professional speaking services. He can be reached at ray@raywilliamsassociates.com

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Avoid these persistent bad leadership practices

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At the best of times, leadership mistakes can cost an organization valuable time and money. During difficult economic times, the results can be disastrous and ongoing. In my Psychology Today article, Management Rewired: What Brain Science Can Tell Us About Leadership I said, "Research on how the human brain can affect behaviors-called neuroscience, or the popular term, brain science - has yet to be fully appreciated by leaders of organizations.

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business & economics / development / general

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business books; business; economics; money; psychology; psychology books; self help; communication; career counseling; career; career books; creativity; relationship books; relationships; management books; management; productivity; work; self help books; self improvement; leadership; leadership books; negotiation; personal development books; education; professional development; personal development; conversation; emotional intelligence; emotions; coaching; self development; negotiations; sociology; body language; philosophy

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business & economics / development / general

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NEW EDITION, REVISED AND UPDATED Beyond Success Positive Leadership shows how to reach beyond ordinary success to achieve extraordinary effectiveness, spectacular results, and what Kim Cameron calls "positively deviant performance"-performance far above the norm. Citing a wide r...

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problem faced by leaders of organisation 

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problem faced by leaders of organisation 

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By Tajveer

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Why good leaders make you feel safe | Simon Sinek | TED

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gautam thats very effective video

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WHEN YOU ARE HOPELESS - Inspirational Video (very emotional!)

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Company leaders are facing a crisis. Nearly one-third of employees don't trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32. Most of them also don't feel empowered on their current jobs.

It's clear that many leaders are failing to foster a sense of trust and loyalty in their employees. Fortunately, that doesn't have to be the case. Managers who show great leadership qualities can inspire their teams to accomplish amazing things, according to Daniel Wang, the creator of Loopring Protocol and founder of the Loopring Foundation. Loopring is a decentralized automated execution system that trades across the crypto-token exchanges. The platform reduces the cost of trading and shields users from counterparty risk. I've distilled my conversation with Wang to eight of the most essential qualities that make a great leader.
1. Sincere enthusiasm
True enthusiasm for a business, its products, and its mission cannot be faked. Employees can recognize insincere cheerleading from a mile away. However, when leaders are sincerely enthusiastic and passionate, that's contagious. For instance, someone who worked with Elon Musk on the early stages of his SpaceX project said that the true driver behind the success of the project was Musk's enthusiasm for space travel.

Wang says being enthusiastic helps a leader identify existing key problems in his industry. "Any innovation starts from these problems and ends with products and services, with some of the key issues resolved," he said.
2. Integrity
Whether it's giving proper credit for accomplishments, acknowledging mistakes, or putting safety and quality first, great leaders exhibit integrity at all times. They do what's right, even if that isn't the best thing for the current project or even the bottom line.

"When people see evidence that leaders lack integrity, that can be nearly impossible to recover from," Wang said. "Trust lost is difficult to get back."
3. Great communication skills
Leaders must motivate, instruct and discipline the people they are in charge of. They can accomplish none of these things if they aren't very skilled communicators. Not only that, poor communication can lead to poor outcomes. Leaders who fail to develop these skills are often perceived as being weak and mealy-mouthed, according to Wang. It's also important to remember that listening is an integral part of communication.
4. Loyalty
The best leaders understand that true loyalty is reciprocal. Because of this, they express that loyalty in tangible ways that benefit the member of their teams. True loyalty is ensuring that all team members have the training and resources to do their jobs. It's standing up for team members in crisis and conflict.

"Great leaders see themselves as being in a position of service to their team members," Wang said. "Employees who believe leadership is loyal to them are much more likely to show their own loyalty when it matters."
5. Decisiveness
A good leader isn't simply empowered to make decisions due to their position. They are willing to take on the risk of decision making. They make these decisions and take risks knowing that if things don't work out, they'll need to hold themselves accountable first and foremost.

Further, bosses who aren't decisive are often ineffective. Too much effort working on consensus building can have a negative effect. Rather than simply making a decision, many leaders allow debate to continue, and then create a piecemeal decision that satisfies no one.
6. Managerial competence
Too many organizations try to create leaders from people who are simply good at their jobs. To be clear, those who emerge as being very good workers often have important qualities. They are the ones who have a strong understanding of the company's products and services. They understand company goals, processes, and procedures. All of these are important.

On the other hand, being good at one's job doesn't prove that someone possesses the other competencies they need. For example, can they inspire, motivate, mentor and direct? Wang illustrates with major league baseball. While nearly all coaches have backgrounds as major league players, the most winning players aren't necessarily the most successful coaches.
7. Empowerment
A good leader has faith in their ability to train and develop the employees under them. Because of this, they have the willingness to empower those they lead to act autonomously. Wang says this comes from trusting that their team members are fully up to any challenges they face. When employees are empowered, they are more likely to make decisions that are in the best interest of the company and the customer as well. This is true, even if it means allowing workers to go a bit off script.
8. Charisma
Simply put, people are more likely to follow the lead of those they like. The best leaders are well-spoken, approachable and friendly. They show sincere care for others.

"People at all levels of an organization find it easy to relate to them and follow their lead," Wang concluded.

Every one of these qualities is absolutely essential to great leadership. Without them, leaders cannot live up to their full potential. As a result, their employees will never perform as well as they can either. Because of this, organizations must learn the best ways to identify and also to develop these necessary traits in existing and emerging leaders.

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8 Essential Qualities That Define Great Leadership

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Company leaders are facing a crisis. Nearly one-third of employees don't trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32.

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T.D. Jakes | A LEADER MUST EMERGE! ᴴᴰ | Motivational Speech

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And tell me about these videos and articals

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Please friends give your ideas regarding leadership

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https://www.business.govt.nz/business-performance/management-and-leadership/assess-your-management-and-leadership-skills/?gclid=CjwKCAjwgr3ZBRAAEiwAGVssne0NO65z8TlUZnCVVvNaPW_VSEKIVZUe7Nci-AlZgJCwBTmZWPCgnBoCx5IQAvD_BwE

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Leadership challenges of the 21st century

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Patrick Dixon Futurist Keynote Speaker for Industry Conference

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Inspire your Team! Ultimate Leadership Speech. Give Great Powerpoint Presentations - Keynote

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http://www.globalchange.com Great leadership speeches - connect with audience passion. How to give world-class powerpoint presentations using Powerpoint 2007, Powerpoint 2011, on PC or Mac. How to wow your audience as CEO or Chairman at an annual corporate event. How to win customers and communicate vision at corporate events.