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Over the past few months I have not posted about my top five weekly leadership posts. I have missed writing these posts because I really enjoyed writing them and I think that my readers enjoyed them as well. This week the posts I selected covered a wide range of topics ranging from the importance of humor in the workplace to succession planning for the success of your organization. Each of the posts discusses a different aspect of leadership that must be considered as you lead.
Become The Best Leader By Being Funny And Being Humiliated by Bhavin Gandhi
Over the years, I have learned a lot about leadership and management. And when I was analyzing my knowledge, I realized that there are only two very important characteristics of a good leader, which separates him/her from the crowd. In this blog, I will focus on these two characteristics, which can make you the best leader.
Be funny: By being funny, I don’t mean that you need to be a superstar at the break room discussions. What I mean is……..you need to have a humorous side of you to laugh on your mistakes. More…
Rare Wisdom from Citrix CEO Mark Templeton about Hiearchy and Respect by Bob Sutton
I confess that as an avid reader of The New York Times, I have been disappointed in recent years because they devote too much space to interviews with CEOs and other bosses. Notably, it seems to me that they run the same column twice every Sunday: Adam Bryant’s “The Corner Office” and another interview column called “The Boss.” I do love many of these interviews anyway, as The Times gets interesting people and their editing makes things better. And I am a big fan of Adam Bryant’s book, The Corner Office, as it did a great job of transcending the column. What bugs me, however, is that The Times devotes so much of the paper to interviews now, I suspect, because it is simply cheaper than producing hard-hitting investigative journalism. They do an occasional amazing in-depth story, but there is too much fluff and not enough tough for my tastes.
That said, some of the interviews are still striking. One of the best I have ever read appeared yesterday, with Citrix CEO Mark Templeton. The whole interview is unusually thoughtful and reminds me that people who don’t see themselves as CEOs and don’t lust after the position often turn out to be the best candidate for the job (related point: see this study that shows groups tend to pick people with big mouths to lead but that less pushy and extroverted leaders tend to lead more effective teams — at least when the teams were composed of proactive members). More…
Above The Code by Bret L. Simmons
Conduct: a mode or standard of personal behavior especially as based on moral principles (Merriam Webster Online)
Organizations establish codes of conduct to help their members understand the types of behaviors that both advance and obstruct the organization’s purposeful productivity. Any organization that does not develop, disseminate, support, and enforce a simple code of conduct is doing its members a tremendous disservice. The ability of any code to serve organizational constituents will always be constrained by the willingness of the constituents to serve the code. More…
Leadership Development and Succession Planning: Critical New Wisdom by Lisa Petrilli
I’ve written often about how the number one thing CEOs wish they’d done differentlyis act faster on talent management decisions. This is because strong leadership is a competitive advantage in today’s global environment of uncertainty, complexity and swift change.
As a result, leadership development and succession planning are more critical than ever.
Dan McCarthy, author of the Great Leadership Blog, has written a stellar new eBook to help companies of all sizes “identify and develop their current and future leaders.” The eBook, “The Great Leadership Development and Succession Planning Kit” is a must-read resource for companies who are serious about making leadership development and succession planning a priority. More…
Effective Performance Feedback Reduces Fear For Business Leaders And Employees by Beth Miller
Fear surrounds the idea of performance feedback: leaders are scared about how the receiver will react and employees are afraid of what their bosses will say about them and what impact this will have on their job.
Two of our innate fears—rejection and the unknown— cause many leaders to perform irregular, poorly-handled reviews, and many employees to limit their business growth. People avoid the truth, which leads to procrastination, denial, brooding, jealousy, and self-sabotage.
When it comes to feedback in our organizations today, both leaders and employees dislike the process. But, changes. More…
Conclusion
With each of the posts discussing a different aspect of leadership, it gets me thinking about how I want to lead and the things I must consider as I lead. As I read these posts, I begin to look internally at what things I need to do better as a leader and areas that I can improve. I do all I can to focus on different aspect of my leadership each week. As I focus on a specific aspect, I think of what I need to do to improve to be a better leader in relation to that aspect.
What are you doing to do a better leader each day or each week? What aspects of your leadership are you focusing on so that you can be a better leader? Please share your thoughts in the comments section below!
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