empathic communication

Business practices evolve rapidly, but there’s one technique business leaders should always rely on to effectively motivate and lead: empathic communication. Develop and show empathy for everyone involved in your corporate transition, and you’ll lead a team that feels valued, included, and driven to help your initiative succeed.

Patti Sanchez

"The Secret to Leading Organizational Change Is Empathy," Harvard Business Review. December 20, 2018

how information is communicated

When I sat down with the CEO and her executive team to think through their communication plan, I asked not about the change itself, but about how her employees might feel about what’s ahead. We started with her team because, in my work as a communication consultant, I’ve observed the same thing time and time again: how information is communicated to employees during a change matters more than what information is communicated. A lack of audience empathy when conveying news about an organizational transformation can cause it to fail.

Patti Sanchez

"The Secret to Leading Organizational Change Is Empathy," Harvard Business Review. December 20, 2018

expanded self-awareness

Expanded self-awareness... is one of the most important outcomes of any feedback process. People with little self-awareness are often puzzled by the behavior of others toward them. They might wonder, “Why do people not include me in their casual conversations?” “Why do I end up in heated arguments?” “Why was I not chosen to lead this project? I know more than the person they selected.” When a 360-assessment is carried out as described above, the leader is able to compare their self-ratings to the ratings from others. Having ratings from multiple people (we recommend at least a dozen) provides greater evidence that this is much more than just one person’s opinion. Combined with accountability, this evidence serves as a strong impetus to change.

Jack Zenger and Joseph Folkman

"What Makes a 360-Degree Review Successful?" Harvard Business Review. December 23, 2020

being free of self-betrayal

Your success as a leader depends on being free of self-betrayal. Only then do you invite others to be free of self-betrayal themselves. Only then are you creating leaders yourself - coworkers whom people will respond to, trust, and want to work with.

Leadership and Self-deception: Getting Out of the Box by Arbinger Institute. Berrett-Koehler. 2002. p.154

does your blame help?

"Does your blame help the other person get better?"

..."No, my blame wouldn't help the other person get better."

"In fact," Lou continued, "wouldn't blaming provoke that person to be even worse?"

"Well, yes, I guess it would," I said.

"Well then, is that blame serving some other useful purpose toward helping the company and those in it achieve results? Is there some out-of-the-box purpose that is served by blame?"

I didn't know what to say. The truth was there was no out-of-the-box purpose for my blame...

Bud spoke up. "I know what you're thinking about, Tom. You've had the misfortune of working with someone who was often in the box. And it was a tough experience. But notice, in that kind of a situation, it's quite easy for me to get in the box too because the justification is so easy - the other guy's a jerk! But remember, once I get in the box in response, I actually need the other guy to keep being a jerk so that I'll remain justified in blaming him for being a jerk. And I don't need to do anything more than get in the box toward him to keep inviting him to be that way. My blame keeps inviting the very thing I'm blaming him for. Because in the box, I need problems.

"Isn't it far better,' he continued, "to be able to recognize others' boxes without blaming them for being in the box? After all, I know what it's like to be in the box because I'm there some of the time too. Out of the box I understand what it's like to be in the box. And since when I'm out of the box I neither need nor provoke others to be jerks, I can actually ease, rather than exacerbate, tough situations.

Leadership and Self-deception: Getting Out of the Box by Arbinger Institute. Berrett-Koehler. 2002. p.153, 154

long, slow, tough work

I’ll tell you what leadership is. It’s persuasion and conciliation and education and patience. It’s long, slow, tough work. That’s the only kind of leadership I know.

 

Dwight G. Eisenhower

MATTIS, J. (2019). CALL SIGN CHAOS: Learning to lead. S.l.: RANDOM HOUSE. 19

the good man’s shining time

From the last week of August to the last week of December, the year 1776 had been as dark a time as those devoted to the American cause had ever known – indeed, as dark a time as any in the history of the country. And suddenly, miraculously it seemed, that had changed because of a small band of determined men and their leader.

A century later, Sir George Otto Trevelyan would write in a classic study of the American Revolution, “It may be doubted whether so small a number of men ever employed so short a space of time with greater and more lasting effects upon the history of the world.”

Closer to the moment, Abigail Adams wrote to her friend Mercy Otis Warren, “I am apt to think that our later misfortunes have called out the hidden excellencies of our commander-in-chief.” “’Affliction is the good man’s shining time,’” she wrote, quoting a favorite line from the English poet Edward Young.

David G. McCullough

1776. Simon & Schuster, 2005. p.291

leadership lessons from Gen. George S. Patton, Jr.

Photo taken of Framed Picture

101st Airborne Museum

Bastogne, Belgium 

leadership as a support role

Personally, I see leadership as a support role — a listener, a facilitator, a translator, a navigator. I know its common to think of the leader as the visionary, but if you’re a good listener, facilitator, translator and navigator then the leader shares ownership over the vision with the entire team.

Your time to lead is in developing a framework for the team to work within. In order to be successful in executing this shared vision, it’s the leader’s responsibility is to help people understand the role they play and how they can successfully measure their performance. Then you need to take a step back and get out of their way.

Phoebe Hayman

"Phoebe Hayman, the founder of Seedling, Talks About Leadership as a Support Role" by Ramon B. Nuez Jr. Huffington Post. August 28, 2017.

your people will decide if you're a leader

According to the late Bill Campbell, who established a reputation as the "coach" of Silicon Valley, only one thing determines whether or not you're a leader: the opinions of those you're supposed to be leading....

"Your title makes you a manager. Your people will decide if you're a leader, and it's up to you to live up to that...."

Current Intuit CEO Brad Smith said he got the same advice on leadership from Campbell, too. Sculley and Smith both said it was the best career advice they'd ever received, and that it's stuck with them ever since.

"Basically, how you make that happen is if you believe that leadership is not about putting greatness into people, leadership is about recognizing that there's a greatness in everyone and your job is to create an environment where that greatness can emerge," Smith told Business Insider. "That's our definition of leadership. We don't think leadership is the same as people management."

Aine Cain

"Steve Jobs and Jeff Bezos' mentor used a simple test to figure out who is a true leader." Business Insider. 10/13/2017

never give up

Mike Tyson said, “Everyone has a strategy until they get punched in the nose.” I know we can get better. Leadership is a deep journey into yourself. How fast can you learn? How much can you change? What do you want to give? What will you put up with?

Jeff Immelt

"'Keep a lot of thoughts to yourself,' and other wisdom from Jeff Immelt on his last day as CEO of GE" Business Insider. 8/10/2017

efficient management vs. effective leadership

Efficient management without effective leadership is, as one individual has phrased it, "like straightening deck chairs on the Titanic." No management success can compensate for failure in leadership.

Stephen R. Covey

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change.  Simon & Schuster, 2013. p.102