People are complex machines. We interact with others, experiences and our own internal drivers, the output of which is how we show up in the world. Though there exists a number of models that describe the various ways we behave, think and feel, what is true is we will often modify ourselves according to our environment. The opportunity is knowing this beforehand so we can maximise interactions with others.
Design thinking enables rapid innovation processes to investigate needs for users and design solutions to meet these needs. This human-centred methodology can also be used by leaders to intentionally shape their practice and refine it. Have you intentionally designed your leadership approach? Follow these five stages to see if there are any areas for refinement or development.
As a self-confessed data nerd, my love of data comes from the insights it can provide. Here are 12 key tips to keep in mind when approaching the collection and use of data individually, and as an organisation. Also, what leaders need to do to enable a great data gathering and sharing culture.
Some may think he is irreverent, I think he is fresh and exciting. To design an organisational structure where employees can have the same power as the board members and where leaders are assessed every 6 months by their subordinates to determine if they should remain their leader? In this TED talk, Ricardo Semler outlines how he has done this with great success over the past 30 years. He explains how it has helped create wisdom in people and freed up their agency through the power of Choice.
In October last year I set out to learn from podcasts.. I started with a couple of shows, added a few more, unsubscribed, added a few more again, and now have a selection I regularly listen to throughout the week. If you are considering listening to podcasts as a form of learning, either about leadership, personal development or other topic of interest, here is my current show list and why I listen to them.
No leadership truly exists in isolation of its context, and in the case of organisational leadership, leaders are influenced by and exist within the culture of the community the organisation serves. Leaders wishing to lead effective organisational cultures need to understand that they do so in the context of a bigger culture they are in.
If you are a leader, and you are leading some form of change either in your team or including or leading change across you organisation, ask yourself how much time is dedicated to putting people first, in the process of understanding and implementing transformative change. If you forgot the people, you can forget the process – it won’t stick long term.
If you are a leader, how do you care for others at work? How are you cared for? Leaders must understand how they help shape a culture of caring and support, where it is the norm to be supportive and create trust in a team.
When expressed in the extreme, positive leadership traits can become dark and overbearing. It can happen slowly, subtly, and without realising it you can damage the team culture and spirit. The more leaders can be aware of the possibility of expressing their darker side, the more likely they are to notice when it starts, and to choose to change their actions accordingly.
Taking courage to lead others is mainly an individual endeavour, but how can leaders enable their colleagues and teams to prepare for change and develop their own courage, especially for change they do not know is coming their way? How can leaders help overcome the impact of their courage, on others?