Individual and team development are important activities carried out by transformational leaders. To develop a team, leaders must first understand team dynamics. Several well-established and popular models describe this, such as Belbin’s Team Roles approach, and Bruce Tuckman’s Forming, Storming, Norming, and Performing theory .
Look at what the numbers are telling you. Did you ever have an idea about something but were afraid that the numbers (i.e. metrics) wouldn’t back it up? That fear is normal, but it’s a good idea to let the numbers give you guidance. Better to be wrong and adapt than to stubbornly insist you’re doing it right when the numbers don’t back that up.
The music video for the Ready version of the song, filmed in Drake’s hometown of Toronto, Ontario, was directed by Jake White. An on set video and stills were released on August 12, 2009, followed by a preview of the clip on August 27, 2009. The full video was released on August 31, 2009. The video was nominated for MuchVIBE Hiphop Video of the Year and Cinematographer of the Year the 2010 MuchMusic Video Awards, winning both awards. It ranked at number eight on BET: Notarized Top 100 Videos of 2009 countdown.
“Don’t aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one’s personal dedication to a cause greater than oneself or as the by-product of one’s surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and go on to carry it out to the best of your knowledge. Then you will live to see that in the long-run—in the long-run, I say!—success will follow you precisely because you had forgotten to think about it”
Look into the future. Express your exceptional and positive vision for the future. A leader with a plan is the easiest leader to follow. Once aware of the team’s goal, each member will strive to do his/her part to aid in the completion of the objective, thus ensuring not only the motivation of each individual, but the unification of your team as well.
^ Jump up to: a b Judge, T. A.; Bono, J. E.; Ilies, R.; Gerhardt, M. W. (2002). “Personality and leadership: A qualitative and quantitative review”. Journal of Applied Psychology. 87 (4): 765–780. doi:10.1037/0021-9010.87.4.765. PMID 12184579.
Communication is key. Clear communication is an important part of any successful relationship, and the relationship between leader and team member is no different. Express your ideas clearly, making sure employees understand what you’re asking of them. Create a conversation-friendly environment, and give employees the freedom to express their thoughts and concerns. Team members are more willing to trust a leader with whom they are able to openly communicate.
Rescuing a giant, old industrial corporation in decline is almost impossible; few leaders have ever done it. Fewer still — maybe none except Ghosn — have done it while also a top executive at a separate industrial giant on the other side of the world. His salvation of Nissan from 1999 to 2005 remains “one of the most dramatic turnarounds in the history of the modern corporation,” says McKinsey. He did it by smashing Japanese cultural norms — laying off thousands of workers and cutting ties with members of the Nissan keiretsu. Japanese citizens and media were enraged, but the shock treatment worked, and Ghosn soon became a Japanese hero, his exploits even celebrated in a manga comic book. No wonder the Insead business school calls Ghosn a “transcultural leader.”
^ Jump up to: a b c Lord, R. G.; De Vader, C. L.; Alliger, G. M. (1986). “A meta-analysis of the relation between personality traits and leader perceptions: An application of validity generalization procedures”. Journal of Applied Psychology. 71 (3): 402–410. doi:10.1037/0021-9010.71.3.402.
You want to be a leader at work, learn to take responsibility for anything that has your fingerprint on it. That means, as long as you participate in the project, you have a hand at the failure of the project.
A boss may tell their team what they are going to do and how it is to be done, but a leader paints a vision that is larger than any single person. This vision may inspires the team to work together to achieve a goal that perhaps no one could do on their own.
All great leaders have to exhibit an air of confidence if they’re going to succeed. Please don’t confuse this with self-satisfaction and arrogance. You want people to look up to you for inspiration, not so they can punch you in the face.
An eye for recognition. The best leaders understand the importance of not only recognizing others, but also providing them with a reward. This will positively affect your personal brand through the engagement and happiness of others. Your ability to see and thank individuals for their hard work will gain brand loyalty.
22% of employees say unrealistic expectations from managers are their top workplace stressor. Strong leaders make their employees’ jobs easier, not more difficult and stressful! They understand the importance of banishing ambiguity and unrealistic expectations by setting clear objectives for their team members. So give your managers the right training and tools to ensure they set clear SMART goals for their team. At Growth Engineering we use a bottom-up productivity tool called 5x5s. Give it a try!
PERSONAL RESPONSIBILITY. Don’t expect other people to believe in you, don’t expect your friends to get behind you or your family to support you. If they do, great! But if they don’t, you can’t go around blaming them for your failures.
However, this is only the beginning of the road for those who want to be truly successful in business. Overcoming your fears and getting started is noble, but the true tests of a fearless entrepreneur will be constant, from initiating a conversation at a networking mixer, asking for the sale on a major deal, severing ties with a partner who is causing harm to the venture, and perhaps the most frightening of all situations – watching a business fail (it happened to Henry Ford twice before he designed his famous assembly line!) One who can fail miserably and not be scared to dust themselves off and try again and again until they are successful is truly fearless.
When I looked back on my days as an athlete, I understood what was different. I remembered what (or who) made me push myself even when I didn’t want to. The difference was, as an athlete, I had structured days and a coach to report to. Structure keeps us focused and a coach keeps pushing and challenging us.
The first woman to head the 212-year-old company (DD), Kullman took over as a dismal 2009 began and by year-end had publicly vowed to raise earnings over three years at a 20% annual compound rate. She did 24%, as she accelerated a major strategic change — “and nobody likes change,” says a colleague — that downplayed chemicals and positioned agriculture and nutrition to power DuPont’s third century.
You have to set a vision. That requires a clear sense of purpose, a clear sense of direction and a clear picture of the destination. You need to be able to explain in terms that people understand and support what you want to achieve, why you want to achieve it, how you will go about it and how everyone will know when you get there. That is what I have been trying to do with Diplomatic Excellence.
Meaningless things and distractions will always be in your way, especially those easy, usual things you would rather do instead of focusing on new challenging and meaningful projects. Learn to focus on what is the most important. Write a list of time-wasters and hold yourself accountable to not do them.
To be a leader, you don’t have to be an elected official or a CEO. A leader is someone whom others consistently want to follow for new trends and ideas. A fancy title can make that happen temporarily, but a true leader inspires steadfast loyalty through the steps below!
By showing others the same courtesy you expect from them, you will gain more respect from coworkers, customers, and business partners. Holding others in high regard demonstrates your company’s likeability and motivates others to work with you. This seems so simple, as do so many of these principles — and yet many people, too concerned with making money or getting by, fail to truly adopt these key concepts.
What happens when leaders must communicate facts that are hard to take? Nitin Nohria reflects on Winston Churchill’s devastating defeat at Gallipoli, which resulted in over 100,000 Allied casualties during World War I. “The campaign was a total fiasco for British military leadership,” he notes. “When it was over, Churchill took complete responsibility. A setback like that could have been paralyzing, but he was able to move forward to lead his country to victory in World War II.”
Thank them for a great class. On the last day of class, bring them a special treat, or write them a note to say how much you’ve enjoyed having them in the classroom. This will make your classroom experience end on a positive note and will show what a great leader you are.
Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision.
Bosses may be able to regularly justify their means by the end results. If they fail, they may find a scapegoat. A leader may be more transparent and may be more willing to accept the blame if their company fails.
Keep your promises. You know how politicians are viewed as promise-breakers? Good. You also know how people hate politicians? Well, there you have it. Break your promises and you lose respect. Point blank. You can fit the suit, you can have all the charisma, and you can have the knowledge, but if you don’t deliver on what you promised to deliver, the people will have your silver platter.
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Do you care about the people you manage? Does your team feel like they can trust you and come to you with any problem? If not, it turns out there’s very little chance they’re engaged at work according to research by Gallup:
Further, leaders people follow are accountable and trustworthy. If progress towards accomplishing the goals ceases, the leader takes responsibility to analyze the problem—he doesn’t search for people to blame.