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Some benefits of applying good leadership skills

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9- The Real Leadership Lesson of Steve Jobs

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9- The Real Leadership Lesson of Steve Jobs

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The Real Leadership Lessons of Steve Jobs

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Six months after Jobs’s death, the author of his best-selling biography identifies the practices that every CEO can try to emulate.

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Leadership is not about who you know, or why you know it, or how much you are paid to lead. It's often about what you know and how you apply that knowledge. That's why I've decided to scour the best books on leadership that were published this year and present a quote from each that, in my opinion, distills its information down to its most useful tip .

1. Resilience is critical to success in leadership

"A few years ago, two former business school professors of mine, Professor Jeffrey Pfeffer, author of Power, and Jim Collins, author of Good to Great, did an informal study of my Stanford MBA classmates to discern what factors were the most influential in determining which students would 'make it' and which would not. (As I recall, they were not looking for those who had made it as measured by dollars earned, but those who are most successful all around in achieving their goals and dreams.) After eliminating many different factors, they landed on resilience as the one defining skill and behavior that allowed some to stand out from the rest. After all, it wasn't that none of us face that adversity--we all did. But some were able to pick themselves up and brush themselves off and move on, while others were not."

Denise Brosseau in her book Ready to Be a Thought Leader: How to Increase Your Influence, Impact, and Success

2. You must bridge the communication gap created by leadership

"Most successful people have little interest in listening to those individuals who cannot add value to a situation or topic but force themselves into a conversation just to hear themselves speak. Good communicators address both the what and how aspects of messaging so they don't fall prey to becoming the smooth talker who leaves people with the impression of form over substance."

Mike Myatt in his book Hacking Leadership: The 11 Gaps Every Business Needs to Close and the Secrets to Closing Them Quickly

3. Leadership is, at its core, about the mobilization of ideas

"Leadership is about setting a direction. It's about creating a vision, empowering and inspiring people to want to achieve the vision, and enabling them to do so with energy and speed through an effective strategy. In its most basic sense, leadership is about mobilizing a group of people to jump into a better future."

John P. Kotter in his book Accelerate: Building Strategic Agility for a Faster-Moving World

4. Good leaders are highly aware of their own vulnerabilities

"The role played by blindspots is to meditate between the poles of self-confidence and self-doubt. A leader with too many blindspots can be overconfident, even blindly arrogant, and exposed to a range of risks."

Robert Bruce Shaw in his book Leadership Blindspots: How Successful Leaders Identify and Overcome the Weaknesses That Matter

5. Leaders equip people for success beyond their own purview

"Entrepreneurial leaders foster in people the feeling that they are personally successful--the hallmark of leadership."

Derek Lidow in his book Startup Leadership: How Savvy Entrepreneurs Turn Their Ideas Into Successful Enterprises

6. The role of a leader is primarily to care for others

"And when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that that leader's vision comes to life the right way, a stable way and not the expedient way."

Simon Sinek in his book Leaders Eat Last: Why Some Teams Pull Together and Others Don't

7. Take time to reflect and lead in the moment without stopping only to focus on problems

"Most leaders can barely breathe through the blur of activity, much less reflect on and register the best of what is happening in the present moment. And on the rare occasions when they do step back to assess the situation at hand, they focus on the problems, ignoring the opportunities."

Kathryn D. Cramer in her book Lead Positive: What Highly Effective Leaders See, Say, and Do

8. Trust in leadership can be distilled down to four basic elements

"Trust in others (and their trust in us) depends on four elements: reliability, congruence, acceptance, and openness."

Joanna Barsh and Johanne Lavoie in their book Centered Leadership: Leading with Purpose, Clarity, and Impact

9. Body language trumps spoken instruction

"Remember, every communication is two conversations, the spoken content and the body language. The body language always trumps the content when the two are in conflict. So in planning your content and failing to think much about your emotions, which drive your body language, you're leaving that to chance--the more important of the two conversations."

Nick Morgan in his book Power Cues: The Subtle Science of Leading Groups, Persuading Others, and Maximizing Your Personal Impact

10. Hope in leadership comes from analyzing success and feedback

"To increase your chances of moving toward your ideal self, challenge any self-defeating thoughts. Keep in mind your past accomplishments, candidly assess what has stopped you from achieving goals, as well as your personal beliefs about your abilities. Consider relevant feedback from others about what you have achieved and what your potential is. This helps increase your sense of hopefulness, which research has shown is critical in imagining and realizing the ideal self."

Stewart D. Friedman in his book Leading the Life You Want: Skills for Integrating Work and Life

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10 Tips and Quotes From the Best Leadership Books of the Year

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Leadership is not about who you know, or why you know it, or how much you are paid to lead. It's often about what you know and how you apply that knowledge. That's why I've decided to scour the best books on leadership that were published this year and present a quote from each that, in my opinion, distills its information down to its most useful tip .

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Comparison

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Are you a good leader? Are you leading in the right direction? Or are you doing some things that might be turning people off and inhibiting peak performance?

Most people are actually somewhere between being a good leader and a bad leader, with the majority uncertain of the connection between their leadership and performance. A deeper knowledge of what good (or great) leadership is will then enable you to break-through and affect change in the performance of your team, organization or company like never before.

Considering that break-through superstar performance is what most bosses hope for in their careers, let's review what represents good leadership and bad leadership in a concrete and actionable way - actions that drive positive sustainable results from an understanding of which managerial actions push negative results and which drive positive results.

Leadership denotes the sending of value standard messages that most people then use to conduct their work.

Leadership in the workplace applies to managing people, not to managing things. And as I have previously defined leadership in the workplace, (watch and read here), leadership denotes the sending of value standard messages that most people then use to conduct their work. This means how industriously, cooperatively, openly, respectfully, caringly, honestly, neatly, cleanly, and the like to perform their work. Thus, we say that employees have been led in the direction of those standards.

How does an employee experience leadership? They experience it through the support provided by management and the quality of this support dictates the quality of their work. The support an employee uses comes in two forms: tangible and intangible.

Tangible support consists of training, tools, material, parts, discipline, direction, procedures, rules, technical advice, documentation, information, planning, etc.

Intangible support consists of feelings like confidence, morale, trust, respect, relatedness (or purpose), autonomy, ownership, engagement and empowerment.

Providing that support may or may not be clear to you, as the boss, but it is clear to whomever you manage, the majority of whom are followers.

What this means to you, the boss, is that leadership happens inexorably every minute of every day because the vast majority of people are following the lead of the boss, with some following more than others.

Followers follow the leadership of the boss. This is a Natural Law. The only choice available to a boss is to set the standard employees will follow-be that good, bad, mediocre or somewhere on the spectrum. We want to be in the very good to great range!

Now we can get more specific in defining good leadership in the workplace and poor or bad leadership.

Good Leadership

In order to produce the absolute best products and services in the marketplace, all employees must treat their work and their customers with great respect and care. Everyone knows this. It follows then that good leadership requires treating employees with great respect and care - the better the respect and caring, the better the outcome.

Remember this is a Natural Law (inexorible, inescapable). Treat employees as if they are very important and valuable and you will cause them to feel and become this way. They will then treat their work, customers, peers and management this way. They will follow your lead.

What then characterizes good (or great!) leadership?

Listening to your employees including subordinate managers/bosses - addressing their complaints, suggestions, concerns, and personal issues at work.

Coaching people when necessary to raise them to a higher standard.

Allowing everyone to put in their two cents.

Trusting them to do the work.

Not giving orders or setting visions, goals and objectives, but instead soliciting this from them so that everyone is fully involved in how the company will be successful.

Providing direction when needed to ensure that everyone is on the same page (the one they devised). A good leader communicates the vision that was set by all. If it is a vision of little interest, then another one must be found.

Every person wants to be heard and respected. Everyone has something to contribute. Listening and responding respectfully makes it worthwhile for employees to apply 100% of their brainpower on their work thus unleashing their full potential of creativity, innovation and productivity and making them highly motivated, committed and productive. All of this gives them very high morale, enables them to take great pride in their work and then they will literally love to come to work. Good leadership multiplies whatever creativity, innovation and productivity top management has by however many employees they have.

What does that mean for bad leadership?

Bad Leadership

Bad leadership is characterized by attempting to control employees through orders, policies, rules, goals, targets, reports, visions, bureaucracy, and changes all designed to almost force employees to work and to create and deliver what management considers to be satisfactory products and services. In this mode, management on its own decides what to do, when to do it, and how to do it and listens only perfunctorily, if they listen at all, to what employees have to say.

What characterizes bad leadership?

Dishing out orders, policies, rules, goals, targets, reports, visions and changes to force employees to work the way management believes it should be done.

Failing to listen or only perfunctorily listening to complaints and suggestions.

Trying to motivate employees.

Exhibiting the "Do as I say, not as I do" mentality

Providing inadequate support

Withholding information

Treating employees as if they don't want to do a better job, don't care about their work, don't want to accept responsibility, or don't really want to work.

Treating them as if they are lucky to have a job

Being afraid to discipline and never disciplining anyone

Staying in your office or in meetings at your level or above

Us versus them mentality-"Why aren't they performing better?"- "What's wrong with that person? Why don't they know their job? They should know their job."

These actions or inactions are bad because they lead employees to believe that management disrespects them and does not care a whit for them. It also puts employees in the state of having to guess what management wants and management must be right about everything because no one else is allowed to make decisions. Bad leadership shuts off the natural creativity, innovation, and productivity of each employee and slowly but surely demotivates and demoralizes them. With the "I know better than you" and the "be quiet and listen to me" mentality often projected from management, the majority will act like robots waiting for instructions, even if that is not what management intended.

Most bad leadership is the result of a top-down, command and control style of management, where the employee is rarely if ever listened to. This style is prevelant in the workplace and ignores every employee's basic need to be heard and to be respected. It also results in a knowledge barrier and top management becoming ignorant of what is really going on in the workplace and the marketplace, which in turn makes their directives misguided at best and irrelevant at worst.

Want to know how to be a great leader and manager of people? You are in the right place. Sign up and be coached in the ways of great leaders!

An Example of Bad Leadership

Here is the scenario: The boss thinks one of their employees has made a mistake, and instead of finding out if it really was a mistake the boss orders a change or grills the employee as to why they made the mistake. It often sounds like...

"What went wrong here?" or...

"So and so said you were doing this instead of that, why are you doing that?"

This manner of questioning actually portrays disrespect, even if the boss questions in a casual way, attempting to be non-confrontational and friendly.

Firstly, the employee doesn't think they did anything wrong and secondly, due to the approach, can't be certain what is meant by 'wrong.'

"Well, don't do it this way, do it that way," you might hear the boss say after the questioning and/or grilling. What this does is sets the employee up for failure again, because there is still no definition of what was actually wrong with the way he/she did it. The employee must guess what the issue is or was.

The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore the behavior. In the workplace this is seen as being sullen, uncommunicative, having a poor attitude, low morale or apathy.

This causes stress for employees and managers too, and turns into poor performance, sick days, mistakes, lack of adherence to rules, turnover and a whole host of other issues you may have seen.

With management attempting to manage the work instead of the people, much damage is done as managing the work requires a huge amount of time and effort and leaves management little or no time to actually manage people, the most valuable resource a company has.

So then let's look at the above example with good leadership.

REWIND, DO-OVER

You think you have heard that something is being done incorrectly. You walk over to observe, ask some questions and listen. You say hello to the person involved, then:

"Hey, so tell me, how are you going about this job?"

You get an answer.

"Okay, so why like this and not like this?"

If they are doing something that you really think is wrong, then you point it out by saying,"What if you did it like this? What do you think about that?"

"Well, that doesn't really work, because XYZ group doesn't get us what we need on time..."

Ah, there you go, a support deficiency. That's a job for the boss, most likely you in this case.

During this exchange, perhaps you find the way the person does something works better or that they get their work done faster that way. That's great! Then on the flipside, you might find this person is lacking some knowledge or training ("Oh, I didn't know I could do it that way," he or she might say.) which again is support that you, as the boss, are responsible for providing.

Who knows what you will find out, but most assuredly, if you go in with a confrontational demeanor or passive aggressively, the person will shut down, because you are the boss, and from your negative approach, they most likely know to not stand up; they were taught to listen and defer to you; and to wait for your decision. Also, if they do not trust you, they may be highly trepidatious about revealing how or why they do something, or even that there is a deficiency from another group, because you didn't support them before, threw them under the bus, didn't deliver what you said you would, etc.

What about those followers, I mentioned above?

Let's say you, the boss, heard about a lack of tools or training in the above scenario and never did anything about it. This becomes the norm in the eyes of a follower. They conform to that norm and to the resulting lower productivity. Even if they know that better training and tools will result in higher productivity and a better product or service, it will be unlikely that they speak up, or stick their neck out. After all, they saw some top performers (the non-followers) get nowhere when they brought up the deficiencies. And those non-followers? Well they will try for a while to get the support they need - patch a solution together to get their job done as efficiently as possible - but will stop asking for fear of making waves. Rest assured they will almost immediately look for a better place to work.

Thus, poor leadership drove productivity down; information flow down (the boss doesn't know of issues); the team down; and overall team performance below its potential. Look how powerful bad leadership is! Thankfully, good leadership is as powerful on the upward side.

I could have said, "Be a better communicator. Clear, motivational communication skills is what great leaders have." But tell me, where would that get you? The answer is not very far, because it is an innocuous statement that could end up good or bad in practice.

What every manager, boss, executive -leader- honestly needs to do for the greatest and most immediate results is to listen respectfully and to follow-up with a satisfactory response (actions) to those involved.

Check out the Five Step Listening Process in this video.

The bottomline is that all leaders lead in either a good direction or a bad direction with a full spectrum existing from exceptionally bad to exceptionally good. And although this direction may not be understood or consciously chosen, quite fortunately, we are all human and we thus all have the power of choice. We can consciously choose to adjust our actions to always lead in the good direction to raise our performance and success in managing people.

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Are you a good leader? Are you leading in the right direction? Or are you doing some things that might be turning people off and inhibiting peak performance? Most people are actually somewhere between being a good leader and a bad leader, with the majority uncertain of the connection between their leadership and performance.

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TOPIC: LEADERSHIP

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~GROUP MEMBER (GROUP 10)~

Maarof, Hidhir, Asyraaf

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10 qualities

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Learn from this video

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Learn how to manage people and be a better leader

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Enjoy :)

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What is leadership? - With David Marquet

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5 Types

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From the laissez-faire to the supreme autocrat, leaders and organizations have a variety of leadership styles, but not every style is right for everyone.

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Opinion from successful person

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Another definition

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First definition