Leaders Lead Others Archives - Page 9 of 14

How to Define Success in Any Job

By Ron Price

In my own experience as an executive, I sought to put as much power as possible into hands of those I supervised. I wanted them to “own” their jobs and to always know how to accurately evaluate their performance. Once I retired from corporate management and started supporting other leaders, I discovered they are equally interested in providing clarity to their subordinates and nurturing a higher level of accountability. This led to formalizing a process for defining and measuring executive performance.

We start by asking our clients, “What are the three to five key results that will reflect superior performance in a job?” They often answer, “if we’re making money or if we’re growing, that hits the mark”.

Are We Solving the Right Problem?

By David Quinlan

Imagine an iceberg floating in the middle of the sea. Above the surface sits the impressive tip and rugged edges. What you do not see is what rests below the surface – a massive glacier with peaks and valleys and mass that comprises 90 percent of the entire body.

Defining a problem is like an iceberg. Many organizations make the mistake of trying to fix what they can see above the surface and ignore the root of a problem that sits below the surface.

Just like an iceberg, the deeper we go into the world of innovation, the more we discover. And as leaders, it’s our job to find the truth and identify a problem for what it really is versus what we think it is.

Legitimate Leadership Authenticity: The Great Debate

By Chip Scholz

I hear a lot of buzz around the words “authentic leadership”. Some demand more, while others debate its meaning. Regardless, smart leaders recognize the cries of dissatisfaction and seek ways to engage others with passion, authenticity and long-term value.

Legitimate leadership authenticity begins with self-knowledge: your values, thoughts, and actions. It carries with it a set of moral obligations. Leaders must avoid deception, contradiction, hidden agendas and ulterior motives.

Leadership experts like Bill George, a senior fellow at Harvard Business School, have studied how authenticity impacts organizations—and how a lack of it destroys them. Distant and insincere leadership repels people, causing multiple dysfunctions. Only legitimate authenticity works.Read More

The Leader as Innovator

Host Dale Dixon and Executive Advisor Ron Price discuss the role of the leader as an innovator. Ron tells the story of how he and Dr. Evans Baiya connected to write The Innovator’s Advantage and details the two types of innovation. He also shares steps for leaders to create a culture of innovation, and the impact of ideas as the currency of the innovation economy.

Does Your Culture Need Help?

7 indications of a broken culture

By Lisa Aldisert

Culture is a common buzzword these days. Many articles tout the importance of a good culture. There are even awards that celebrate companies where employees love to work. Experts talk about defining, transforming, and fixing your culture. But how do you even know if your company’s culture needs help? Or what aspects to fix if it has some cracks?

It is possible for a culture to be mostly good and have only a few blemishes. In fact, that’s the way that most cultures are. Even idealized cultures you see showcased in the media, with inventive perks and fun break rooms, still have issues.

Every culture has its challenges. There is no Oz, nor any magic bullet. Because companies and people evolve, keeping a healthy culture in check requires constant maintenance before a variety of factors can throw it off.

The Leader as Supervisor

Host Dale Dixon and Executive Advisor Ron Price talk about how the gig economy has changed the workforce, and therefore supervision and management. Ron discusses the opportunities and threats of this trend, and gives leaders tools to rethink supervision. He also lists the leadership skills that are critical for leading in today’s economy, and gives leaders tips to grow along with this trend.

The 5 Levers of Reciprocal Leadership

By Francis Eberle

How difficult is it to cross silos, departments or even organizations to accomplish a goal? I think I know your answer.

What if you were able to foresee how using expertise from another person, department or organization could create a product that was 50 times better than if you did it alone? Would you do it?

I am not a gambling person, but I did have an opportunity to do just this. Without going into the details, the result was indeed 50 times better than if my organization had pursued it alone.

This type of success happens through what is called reciprocal leadership. The skills needed include creating vision, building relationships and influencing others. These will help you move from the methods (extrinsic) to strategy and beliefs (the intrinsic). You will then garner commitment to ideas before tasks. Read More

Launching a Business? Start With Value

By Dr. Evans Baiya

The single most important mandate of innovation is to create value. Similarly, one of the mandates of entrepreneurialism is to deliver value. Yet, innovation and entrepreneurialism are not necessarily the same.

As a matter of fact, they are two different subject areas that require distinctive mindsets, skills, passions and behaviors. One of the biggest problems is we believe that since we have the idea (the innovation), we must also be entrepreneurs. This is incorrect value thinking. In fact, very few people play both roles well because they require different things. Therefore, you must separate the two, and evaluate your talents against those needed to be a successful innovator or a successful entrepreneur. After doing this, you can begin to identify and spend your time where you perform best.

5 Characteristics of Great Leaders

By Dave Clark,

The hope of every employee is to work for a leader they like and respect. While each person may have their own definition of what constitutes a “great leader,” we can agree there are certain traits that appeal to the masses.

If you are a leader and you possess these five traits, you are probably quite successful. If you don’t think these traits describe your leadership style, working on one or more of these areas would be a great place to start in order to build a better rapport with your teams.

Are You Hobbling or Helping Yourself?

By Jalene Case

Remember the three-legged race popular at family reunions and field days? Racers pair up and stand side-by-side with their arms around each other. Then the two touching legs are bound together and the hobbled racers do their best to dash straight ahead to the finish line! It doesn’t take much for them to tumble over into a giggling heap.

Are your thoughts, feelings, and actions helping you move toward what’s most meaningful to you? Or are they hobbling you, causing you to stumble and perhaps fall just short of your goals?

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