Enhancing Leadership potential: what kind of a leader are you?

Are you a Task Oriented Leader or a Directive leader or a Participative Leader?

Are You a Telling or a Selling or a Collaborating or a Delegating Leader?

Are you a Visionary Leader or a Servant type of Leader or a Values Based Leader or a Charismatic Leader?

Which of these traits do you have as a Leader: Vitality, Stamina, Intelligence, Responsible, Great people skills, Motivating or Inspiring Presence, Achievement Orientation,  Courage, Trustworthiness, Resoluteness, Decisiveness, Confidence, Assertiveness, Humility, Flexibility? Huh!

If you keep looking, you will come across many such leadership models, styles, traits, levels, and classifications.  Confused?  Assuming that you determine your “leadership type” or “style” what do you do next to get your promotion or to do better in your current position? If you are looking to select people for that important assignment which of the types would need? Confusing indeed!

It is better to find out what you can do well(enough), what you can’t do well (enough). No, I am not talking about ‘strengths’ and ‘weaknesses’ in the way they are usually talked about. I am talking about doing things. For example:  Can you ‘feel’ peoples’  feelings? Can you handle them?  Can you de-risk your project?  Can you achieve an important breakthrough in your process? Can you develop people for your needs?  Can you innovate? Can you develop a coherent agenda for your purpose? and many more…..Your leadership depends on the sum of such abilities and the way they are used in real situations. And this sum is greater than the parts.

The programs in Lead to Regenerate book  and on the web site www.learning-leadership.com help you find answers to above kind of questions. They help you improve your abilities through practice and enhance your leadership potential. They allow your leadership coach to assist you in your learning.

Try them.

 

 

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From the coaching room: An uplifting experience

I am just out of some really absorbing, and at times grueling coaching feedback sessions with people and their respective bosses.  These sessions were part of an exercise to understand their leadership potential and ways to enhance it.

The feedback being given was based on facts and logic coming out the participants’ workouts covering all areas of their work and emotional aspects. Therefore it was detailed and pointed. Responding to our feedback needed careful thinking and handling of the inevitable stress.

Now take into account the fact that all of them are senior executives in their late 30′s or 40′ with some solid experience in R&D, or engineering, or manufacturing, or marketing, or accounting, or HR.

I was amazed by the participant’s candidness and willingness to come to terms with the ‘new’ picture of themselves.  There was struggle. There was defense.  And there was willingness to change and do better.

When you see the human spirit in action like this, it is uplifting and humbling at the same time. It makes me think: “Am I doing enough?”

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What is not ‘good work’ ?

We assume that we know what is work. But it is interesting to see what is not ‘good work’. Good Work is not:

1. Redoing something that was done with errors. You may have to do it but it is not good work because it is wasteful. (e.g. your report comes back to you with comments on missing parts, errors, etc.)

2. Reminding people. You may have to do it but it is not good work because it wastes your time. (e.g. you remind your colleagues for same work again and again. Your project management becomes a de facto reminder service.)

3. Reinventing the wheel. It is not good work because you are not using what has been done before. You haven’t prepared and planned your work well. ( e.g. You know that someone has done a similar engineering analysis and you haven’t simply cared to find it and your deadline has passed. Now you are breathlessly working on it.)

4. Meetings that are only for information sharing. No sooner than the presentation is over the meeting is declared to be over, may be with just one or two questions. Information is best shared through write ups, charts, pictures or videos. Discussion based on a previously shared information and agenda is much more efficient. Attending such meetings is definitely not good work even if you are ‘colluding’ with boss in this!

5. Any discussion on a complex subject through email threads is not good work. E mail threads are difficult to assimilate because information in it is scattered. People find it difficult to read all comments on each point and may repeat what someone else has said, increasing burden on others to read it all. All this is not good work. This is best done through shared documents.

6. Reading and replying to emails: You will find that much of your email efforts belong to things related to 1, 2 or 5

7. Calling and answering calls: You will find that much of your email efforts belong to things related to 1, 2, 4 or 5

How much of your ‘working’ time goes in above activities?  What do you do to spend most of your time doing good work?

My book Lead to Regenerate (see http://www.learning-leadership.com/blog/lead-to-regenerate/) has some useful discussion and practice workouts on this subject.

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What is not ‘teamwork’ ?

Teamwork is not:

1. Accepting inferior work from other team members.

2. Getting together in office canteen, cafe, or a pub for the so called ‘bonding’ (gossip). It is alright to do it though.

3.  Avoiding disagreements (though helps to express them with aim of communicating your point logically)

4.  Doing someones’s work who has simply vanished for a while without a trace

5. Not having anyone owing up the responsibility when something goes wrong

Do any such things take place in your teams?

More on teamwork: http://wp.me/p35bVL-es  and http://wp.me/p35bVL-aU

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Determining leadership potential, and doing something about it

Yes, that’s what we do at Learning Leadership through our programs ( see www.learning-leadership.com and in book form http://www.learning-leadership.com/blog/lead-to-regenerate/)

We do this by encouraging people to think about themselves and their work and we then help them in finding out for themselves how well they are able to:

1. Look at themselves

2. Improve their operational effectiveness without burning themselves out

3. Mobilize their team members

4. Use regenerative properties of feelings , attitudes, learning, teaching, and creativity

5. Frame their actions for all above

6. Bring  focus and logic to their agendas

Going through the above experience is good learning and the added benefit is that you get a good snapshot of where you are and what you should be doing to get better and better at leading.

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Leadership potential: He is qualified, articulate, and likable. Will you promote him?

The www.learning-leadership.com and Lead to Regenerate book’s  programs provide useful insights in the way people are.

Here is one example:

You have a senior executive who is very intelligent, well qualified, and articulate. He has good conceptual thinking abilities. He has risen in the company. He has been running his department for a while. He knows his subject well.

His new year’s action plan shows some important projects, several projects which could have been done last year and some minor action plans. There are too many such projects in first two months.

He has no clear goals and his action plan doesn’t seem to lead to his stated goals. He is quick to appreciate good points and is a likable person. On other hand, his people see him as someone who doesn’t fight for them. His boss thinks that he soft on people.

What will you do if you are looking to promote him for handling more responsibilities?

Shouldn’t your people decisions be informed thus?

#leadership #potential #projects #development #people #decisions

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Leadership potential: Missing trees for the wood?

While working on determining leadership potential at an innovative engineering company, I have came across this senior executive who can see where his department needs to go, has correctly focused on some key processes and projects, and is generally seen to be in a good position to bring about desired changes.

But some of his workouts revealed that he is focusing entirely on developing other people and he is missing out on using his own considerable engineering knowledge for improving core engineering design processes in his area of work.

What is also worrisome is that many of his initiatives are too broadly worded and they suffer from lack of thinking about those crucial but small steps needed for success.

It is quite likely that he will struggle to realize his own leadership potential, unless properly counseled and coached.

See: Learning Leadership ( www.learning-leadership.com) and self learning program Lead to Regenerate (book) ( http://www.learning-leadership.com/blog/lead-to-regenerate/ )

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Leadership potential: what if you are short on details?

While working on determining leadership potential of people in management team of a well known and innovative company, I came across some classic questions like the above: “what if you are short on details?” You have sized up situation well. You have a clear idea of where you are going. But you stay where you are because you are short on details. You haven’t properly worked out action plan. You remain under an illusion that things will move in expected direction. But they won’t.

The Regenerative Leadership framework and our workouts (see www.learning-leadership.com) bring out such classic problems and help you to resolve them.. Our strengths as well as weaknesses are not cast in stone. When the context gets clearer, it is easy to come up with actions needed.

That’s what Learning Leadership‘s (www.learning-leadership.com) coaching helps you with.

See also about the self-study book: Lead to Regenerate  here http://www.learning-leadership.com/blog/lead-to-regenerate/

#leadership, #potential, #action #plan #coaching #strength #weakness

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Leadership potential: what if your courage comes in your way?

Working on determining leadership potential of people in management team of a well known and innovative company, I came across some classic questions like the above:

“what if your courage comes in  way?”

There is someone who is courageous in accepting mistakes in relationships. But his courage comes in way of accepting negative feedback in some work situations -he can reject the feedback easily.  The Regenerative Leadership framework and our workouts (see www.learning-leadership.com)  bring out such classic dilemmas.

Our strengths as well as weaknesses are not cast in stone.  When the context gets clear, it is easy to come up with actions needed.

Our coaching helps out.

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Determining leadership potential and development plans for people

We are working on determining leadership potential of management team members of an engineering company which a leader in its field and well known for innovation. The leadership potential analysis is based on the Regenerative Leadership framework See www.learning-leadership.com  and book http://www.learning-leadership.com/blog/lead-to-regenerate/

For more on this subject please watch this blog.

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