Being a great Leader

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Discover the Secrets to Producing Sustainable Behavior Change Through Training

Training today is largely synonymous with stilted presentations, PowerPoints, and confusing or slow-paced online learning software. This passive type of training is far from effective in changing behavior. In order to drive organizational growth and change participant behavior for the long run, you need a strategic approach, which you’ll find in this resource.

In the guide, Training and Development Secrets for Changing Behavior and Driving Organizational Growth, you’ll learn how to:

  • Implement training & development programs that change employee behavior
  • Spark organizational growth through sustained behavior change
  • Build conviction among training participants & leadership

View the guide now to start changing behavior in your organization!

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teamwork in the workplace periodic  temporary suppression of the egoWe’ve all heard it before: “There’s no ‘I’ in ‘team.’” It’s a bit of a cliché, yes, but we’ve heard this saying often precisely because it’s so true. While team success can be attributed to a number of different factors (we like to think of teamwork in the workplace as being made up of seven cornerstones), no team will succeed if it’s composed of members with a “me first” attitude.

When you’re dealing with high-performing team members, however, it can become difficult to keep egos aligned in a healthy way to the bigger team EGO. To deal with outsized “self-pride” when it comes to teamwork in the workplace, use these tips to achieve periodic and temporary suppression of the ego.

Suppression of the Ego Must Be Periodic and Temporary

What’s wrong with a little ego? Nothing necessarily—but when in a team setting, ego must be aligned to what works best for the team. When it can’t be, it must be suppressed. That’s why suppression of the ego must be periodic; it’s not a “one and done” practice. Team members are going to be constantly presented with and challenged by ideas and decisions that they may not agree with. But once a decision for the team has been made, each team member must put his or her full support behind that decision and work to make an agreed-upon course of action a reality. If a team member pushes back against each and every decision that a team makes, that team member has become a roadblock—not an asset.

At the same time, a little ego is healthy and even necessary for teamwork in the workplace to truly tackle tough problems with innovative solutions. Here’s why: An egoless team member is an idealess team member. Suppressing ego is not so much about completely erasing ego in a team, but knowing when to keep ego in check. If team leaders called for permanent suppression of ego, then team members would likely never speak up during meetings or formulate their own ideas. Confidence in oneself is essential to contributing to smart, inspired work, which is why knowing when to temporarily turn off ego—and when to turn it back on again—is crucial for team success and therefore a skill that must be coached into each team member.    

Relinquishing Ownership of Ideas

The power of teamwork in the workplace lies in the idea that two (or three or 10) heads are better than one—but if someone’s head becomes too big, that threatens the entire team dynamic! Essentially, the principle of teamwork related to ego is about ensuring that individual agendas don’t take over the team’s goals, inhibit other team members contribution or development and create a cycle of diminishing team effectiveness.

If egos have been growing unchecked in your teams, try approaching ideas differently. In a team setting, ideas don’t belong to the individual who comes up with them—they belong to the team. Viewing ideas this way also encourages team members to finesse an idea without fear of stepping on the originator’s toes or to combine multiple ideas for a more promising solution. In fact, this approach to developing ideas without ego falls in line with another of our cornerstones of teamwork in the workplace: shared resources. Obviously, for a team to succeed, all resources must be shared fairly—but that includes “soft” resources like ideas and information. An unchecked ego may lead a member to horde all of the “good” ideas for him- or herself, as he or she may plan to only present his or her ideas in a forum in which he or she will get credit for them.

This approach to shared ownership of ideas helps protect team members as well. In a team, nobody gets all of the glory for a good idea, but nobody gets all of the blame either if an idea doesn’t pan out. Collaboration through teamwork in the workplace provides a safe, supportive space for members to share ideas without fear of being ridiculed and then develop them together. Members don’t need to workshop ideas on their own before presenting them. This is an all-too-common approach born out of an ego-driven desire for ideas to be perfect. When egos are periodically and temporarily suppressed, team creativity flourishes.


chris_profile_webAbout the author

Chris holds an MBA from Cornell-Queens Executive MBA Program. From 2006-2014, he was the Executive Director and COO of Muskoka Woods Sports Resort. He is now the Executive Vice President Marketing and Business Development at Eagle’s Flight. His diverse executive background managing portfolios include operations, sales and marketing, finance, fundraising and Human Resources. Eagle’s Flight benefits from Chris’ experience and expertise in leading, facilitating and consulting for client executive teams, specifically in the development of their strategic vision and plan.

what is experiential learning used for in the workplace One of the questions we are often asked is “What is experiential learning?” Many human resources professionals and managers come to us looking for new ways to implement corporate training. Our decades of involvement in this industry have shown us time and again that experiential learning is one of the most effective ways to engage participants and, most importantly, generate measurable results after the training is over. Read on to learn more about experiential learning; what it is, how it can be applied in the workplace, and the benefits compared to other types of training.

What Is Experiential Learning?

One of the simplest ways to describe it is learning by doing. Experiential learning includes these key components:

  • An immersive activity that mimics a real-life workplace challenge
  • Teaching moments that allow participants to improve by applying new skills
  • A targeted debrief that connects the activity to real-world applications

In experiential learning, it is important that the experience is not seen as simply a simulation of their real world. Rather, the activity is deliberately themed to mask any connection to their day-to-day reality. For example, building a bridge between two islands to save a turtle population puts the focus on teamwork and optimizing team productivity. Throughout the exercise, a skilled facilitator introduces new challenges and provides tips for overcoming them. The challenges build progressively, and the team experiences how the new skills are beneficial, because they see the results in action. At the end of the activity, the facilitator bridges the gap between what the group learned about improving processes in the mock company and how they can do the same in their own work.

The objectives of experiential learning are to instill conviction, enable participants to learn new principles, let participants practice their new skills in a safe environment, and then give participants the confidence to apply these skills in the real world.

How Can Experiential Learning Be Used in the Workplace?

Experiential learning can be used anytime you want to teach specific skills or encourage new behaviors that support organizational goals. Some of the most common contexts for the application of experiential learning include:

  • Solving a real world problem or trying a new skill, bridging the gap between theory and practice
  • A safe learning environment outside of the workplace allowing participants to make mistakes and learn from them, without consequence.
  • Learning by doing requires critical thinking and problem solving. The result is better retention of new concepts.

What Are the Benefits of Experiential Learning?

Organizations of all sizes are employing experiential learning because it:

  • Is fun and engaging for participants
  • Can be applied at every level within the organization
  • Instills personal conviction about the value of changing behaviors
  • Demonstrates how to apply new skills in the real world
  • Creates new behaviors that last
  • Provides a shared experience that participants can reference in the future
  • Is a cost-effective training method, because results last longer
  • Generates positive feedback from participants

If you have never tried experiential learning in your organization, now is a good time to start. Younger individuals in the workforce have high expectations for training events, and seasoned professionals are ready for a refreshing change; especially if it helps them do their jobs better.



About the author

Since 1991, John has acquired extensive experience in the design and delivery of a diverse portfolio of programs. In addition to his executive responsibilities as President of Leadership and Learning Events, John is considered a valued partner to many executive teams. His insight and experience enable him to effectively diagnose, design, and implement complex culture change initiatives in a collaborative and engaging manner. Moreover, John’s experience in global implementations allows him to draw from a deep well of history to create unique and customized solutions. John’s passion for developing people makes him a sought after speaker, partner and coach and is evident in the high praise he receives from clients.

company_offsite_ideas_that_meet_company_goalsCompany offsite meetings are a great opportunity to bring together individuals at every level in the organization. However, everybody spending one or two days away from the workplace also requires a lot of resources. This is why it’s so important to get the most from these gatherings and to ensure that the activities you incorporate into the offsite support your overall business goals.

Company Offsite Meeting Ideas to Support Business Goals

The offsite ideas that make the most sense for your organization will depend on what you are trying to achieve. For any activity that you are considering, take the time to identify which business goals it supports. If you can’t come up with an answer, perhaps it’s time to consider an alternative that is more in line with the long-term vision. Here are three ways you can get more from your next company offsite.


How many times have you sat in a company offsite session that was designed to capture new ideas? Brainstorming can be engaging, but when it doesn’t result in action, participants are left feeling like they didn’t accomplish much. Reframe your brainstorm as an “actionstorm” so that individuals know their participation will yield tangible results.

For example, if you are trying to come up with ideas for a new product or service, start with a brainstorm and then take it a step further by narrowing the options and assigning each one to a specific individual or team to continue researching and developing the idea. Set clear expectations and a timeline for presenting the results and a plan for future development. The organization benefits from the collaborative process at the company offsite and the long-term action items that support the business goals.


Almost every company offsite is guaranteed to have a team-building exercise. While these can be valuable, the results are often short-lived. If you are considering team-building exercises, look for activities that you can transfer back to the workplace. Trust falls and rope courses are fun physical activities that will create better bonds between individuals, but do they really help you achieve your organizational goals?

A better option would be an experiential learning session designed to instill conviction in improving teamwork, through a powerful experience that links the materials presented to the participants’ real world, and outlines how to apply the learning to their on-the-job reality.


Gamification is a great way to teach new skills, but games that don’t support business goals are not a good use of resources at a company offsite. Save these types of fun distractions for the summer company party. Turning a teaching moment into a game is limited only by your creativity, or you can work with a company that has already done the work for you. For example, you can use a program like Lord Devon’s Demise, a murder-mystery themed experience that teaches individuals how to effectively manage meetings. This type of experiential learning event is more effective than a dry presentation that doesn’t sink in, and it supports business goals in a way that horseshoes and Capture the Flag never could.

What company offsite meeting ideas are you considering for your next corporate gathering? Do they support your business goals?


About the author

Sue, an authority on training and development, has over 20 years of experience in the creation and delivery of programs and custom designed training solutions for Eagle’s Flight. As Chief Operating Officer, Sue’s vast senior leadership experience and facilitation has established her as a trusted partner and organizational development expert for numerous Fortune 500 companies.

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How Experiential Learning Sustains Training Efforts LongerOrganizational development (OD) is an ongoing process, but that doesn’t mean it should feel like being a hamster on a wheel. Yes, your efforts must be continuous, but the key is to produce continuous improvement. You want climb a spiral staircase, not walk in circles. So how do you ensure that your OD efforts culminate in results that last? Invest in experiential learning to produce sustained change.

Learning Decays Over Time

A certain amount of knowledge is lost shortly after you learn something new. This phenomenon is known as learning decay; up to 70% of training is lost within the first week of training! In an ideal world, you could teach somebody a new skill, they would remember it forever, and learning decay wouldn’t exist. However, we all know that reality is a different story. It often takes many training sessions before a new concept really sinks in. Fortunately, the more training you provide, the more effective it will be over time.

In addition to training frequency, the type of training you offer will also have a major impact on what the learning decay curve looks like. You can’t avoid learning decay, but you can improve it by using proven techniques and retention strategies.

Experiential Learning Limits Decay

Experiential learning is essentially learning by doing. Rather than sitting in a classroom and listening to a lecture or reading a book, experiential learning requires participants to navigate scenarios that mimic real-world situations. By engaging in the experience, making mistakes along the way, and then breaking down the lessons learned; the information stays with participants longer.

Four core principles contribute to the sustained learning effect:

  • Conviction - Individuals want to succeed; so if they believe the learning they will get from the training session will help them perform better, they are more likely to stay focused and motivated.
  • Knowledge - Once there is a conviction that the learning will make an impact, individuals are more receptive to learn.
  • Skill - Sharing knowledge is not enough; individuals must also be provided with the tools and the steps of how to use it in order to optimize success.
  • Results - After training, it is important to demonstrate and measure how training is being applied in the workplace and the impact it is having.

Too often, the skill portion is the only focus in OD. However, without the foundation of conviction and knowledge, there will be no sustained change. Additionally, without a good retention strategy that counteracts the decay curve, training efforts will not be maximized.

Retention Strategies Prolong Learning

Organizational development doesn’t stop after an experiential learning event. In fact, having a solid retention strategy is just as important as creating an effective training program. Some of the techniques you can employ to help improve retention include:

  • Digital reinforcement tools
  • Group discussions at regular intervals after training
  • Gamification to reinforce knowledge
  • Coaching from leaders
  • Feedback assessments and surveys
  • Linking training to HR initiatives
  • Online resources

Keep the learning decay curve from nosediving by starting with a carefully crafted experiential learning event that instills conviction and enables participants to learn by doing. Follow up with a combination of retention techniques to develop an organizational development program that lets you keep climbing to new heights.


About the author

Michael’s singular focus is rooted in staying connected to learners the moment they step out of the classroom and back into their busy jobs. As SVP of Learning Performance, Michael brings business savvy depth to ensuring learning is reinforced, applied and is optimally aligned to delivering on strategic objectives. His proven track record in creating measurement frameworks and reinforcement solutions that add value to the learner, leaders and executive sponsors is highly valued across the spectrum of our client engagements.

By Michael Macnaughton on September 20, 2016
Learning_Decay_-_From_Ebbinghaus_to_Employee_Learning_in_Todays_Workplace-1.jpgWhen Hermann Ebbinghaus developed his theory about the learning decay curve back in the late 1800s, he probably didn’t expect that it would still be used more than one hundred years later. Scientific advances often replace old theories with new ones, but in the case of how the human brain processes and retains new information, not much has changed. We still forget most of what we have learned within about a week after learning it.The Ebbinghaus learning decay curve is an important factor when it comes to employee learning. Just because the context is the workplace and not the classroom does not mean that individuals are able to retain more information than they would in an educational setting. You simply can’t expect people to remember most of what they read, hear, or experience — unless you have a retention strategy in place.

Overcoming the Forgetting Curve with Boost Learning

Learning decay is a reality that you must deal with if you want to get the most out of employee learning. Fortunately, science didn’t stop with Ebbinghaus. Dr. Henry Roediger has recently performed research demonstrating that when a learner is required to recall information in the hours and days after a training session, it increases their ability to remember it for longer.

Roediger’s experiments use tools like booster quizzes to compare how much information learners retain after a certain period of time. His research, in addition to dozens more studies performed by other scientists, prove that giving learners the opportunity to boost their recall will result in more knowledge being retained for longer periods of time.

Applying Boost Learning to Employee Learning

Organizational training is an investment, so naturally you want to get the most possible benefit from it. If you pay for a corporate training event and do no follow-up at all, you can assume that about 70% of the information will be forgotten after a week. That translates to 70% of your investment in the training. If that number is not acceptable, consider implementing a retention strategy that includes boost learning.

Some of the ways you can provide boost learning after an employee learning event include:

  • Multiple choice tests
  • Polls
  • Fill-in-the blank questions
  • Questions about how the knowledge is applied in the workplace
  • Asking individuals to provide examples

These types of boosters can be done in person with line managers or digitally through an automated system. If you are concerned that these tasks will become deprioritized over time, consider an automated system to ensure that they occur. To maximize retention, use boost learning events after a few days, a few weeks, and then a few months after the original training.

Using Reinforcement and Measurement

Another way to help overcome the learning decay curve is through the use of reinforcement and measurement. The main objective of employee learning is to improve competency and get noticeable results in the workplace. This requires the application of new knowledge and skills. The act of applying knowledge is a retention method in itself, but getting individuals to do this is not always simple.

You can get sustained results from organizational training by using reinforcement and measurement tactics such as:

  • Peer-led and leader-led group discussions
  • Gathering feedback
  • Performing knowledge assessments
  • Providing ongoing coaching
  • Adding gamification to keep learners engaged
  • Using digital tools to monitor and measure performance

The key is to start with a high-quality training event, then follow up with boost learning that starts almost immediately after training. A comprehensive reinforcement and measurement strategy will then encourage individuals to apply their new knowledge to produce the results that will help you achieve your organizational goals.


Michael Macnaughton

About the author

Michael’s singular focus is rooted in staying connected to learners the moment they step out of the classroom and back into their busy jobs. As SVP of Learning Performance, Michael brings business savvy depth to ensuring learning is reinforced, applied and is optimally aligned to delivering on strategic objectives. His proven track record in creating measurement frameworks and reinforcement solutions that add value to the learner, leaders and executive sponsors is highly valued across the spectrum of our client engagements.


By Ian Cornett on September 27, 2016

4_Experiential_Learning_Methods_for_Improving_Employee_Performance_-1.jpgExperiential learning is, quite simply, learning by doing. Learning from experience can greatly enhance employee performance across a range of activities, and can be more effective than gaining knowledge solely through textbooks and lectures.

Consider this: How do you best learn to bake a cake? By reading the recipe? Or by reading the recipe, assembling and adding the ingredients in the proper order, checking the cake’s progress by peering through the oven door, and then savoring and sharing the final result?

Experiential learning allows employees to practice “baking their cake” through learning new behaviors experienced in a safe, supportive and fun environment. Research shows that knowledge is better retained through experiential learning. By piquing their interest in learning, employees are more encouraged to expand their skills and improve overall performance.

Baking analogy aside, experiential learning occurs when experiences are supported by participation, interaction, analysis, and feedback. Here are three practical experiential learning methods to help your organization improve employee performance.

1. Role-playing

Switching roles is often used to help individuals change attitudes and see things from other perspectives. During role-playing, participants perform in sometimes stressful environments, often in front of their peers. Experiencing these situations allows them to not just learn, but also become better equipped to handle real-world situations in their workplace. Role-playing also gives peers the opportunity to share honest and constructive feedback as they immerse themselves in the “game” aspect of the role-playing experience.

2. Group Training Events

Group learning offers participants real-life scenarios in which they, once again, learn by doing. While similar to role-playing, group training events can further entrench learning through an interactive game. In fact, many participants don’t even realize they’re learning new skills. By choosing a program that’sspecifically designed to address the issues within your organization (for example: breaking down silo’s, developing partnerships, or improving customer service, individuals learn real-world skills, resulting in sustained behavior change.

3. Cross-training

Helping employees learn about other jobs or areas of the organization can ready them for their next roles. Through cross training, participants are:

  • Exposed to new areas of the company
  • Broadening their skillsets
  • Gaining insight into the bigger picture
  • Interacting with peers they might not typically engage with

Organizations that are fully committed to employee development reap the rewards as evidenced in greater levels of job satisfaction and engagement, which can lead to higher productivity and longer employee retention.

For trainers, their own job performance can be improved as they respond to questions and explain their processes from a “teacher’s” perspective. Equipping employees with the learning they need to support the organization, build their careers, and move to higher-level roles can lead to a greater competitive advantage.

Experiential learning is engaging by nature and with the right method, this often translates into genuine, positive change that delivers consistently better results, and more engaged, satisfied employees eager to embrace and participate in a learning culture.

Which experiential learning methods have been most successful in your organization? Tell us your best recipes for success by sharing your tips!


Ian Cornett

About the author

Ian has been with Eagle’s Flight since 1997, and is Executive Vice President, Global Accounts. He holds an MBA in Finance and Marketing from the University of British Columbia. Ian spent 12 years at Nestlé Canada and brings a wide range of experience that includes practical business experience in management, sales, program design, development and mentoring. He works closely with the Global licensees to ensure their success as they represent Eagle’s Flight in the worldwide marketplace. He has developed outstanding communication skills and currently is the Executive in Charge of a large Fortune 500 client with a team of employees dedicated to this specific account. As a result, Ian has been instrumental in driving the company’s growth and strategic direction.

As with most popular sayings, there is some truth in the adage, “Great leaders are born, not made.” To some extent, the capacity for great leadership is innate. However, learning how to be a more effective leader is within everyone’s grasp – whether you lead multiple teams, an entire company or just one staff member.                                                                                   effective-leadership

Leadership Qualities Everyone Can Use

Here are a few of the qualities and traits of great leaders that you can learn and practice:

Self-assessment: Effective leaders periodically take stock of their personal strengths and shortcomings. They ask: “What do I like to do? What am I really good at?” “What are my areas of weakness, and what do I dislike doing?” Knowing your areas of weakness does not make you weak; on the contrary, it allows you to delegate to others who have those abilities, in order to achieve the common goal. Rather than clinging to the false belief that they can do it all, great leaders hire people who complement, rather than supplement, their skills. Working on your areas of weaknesses will improve your leadership ability – and recognizing them makes you more human.

Sharp perception: Do you know how people really perceive you? Effective leaders do. They have an easy level of honest communication with their teams and their peers, and a thorough understanding of how they are perceived. Testing others’ perception of you can be as simple as observing their behavior. Are your co-workers and team members relaxed around you? Does all conversation stop when you enter the room? If you really want to know what people think, just ask them. You may receive feedback that you’re not listening or showing appreciation as well as you could be. If you’ve established an environment of honest and open communication, you should be able to ask about your good qualities and the areas you need to improve on. Your staff will appreciate your effort.

Responsive to the group’s needs: Being perceptive can also help a leader be more effective in knowing the needs of the team. Some teams value trust over creativity; others prefer a clear communicator to a great organizer. Building a strong team is easier when you know the values and goals of each individual, as well as what they need from you as their leader.

Knowing the organization: Effective leaders know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve these goals; they also know how their team fits into the big picture, and the part they play in helping the organization grow and thrive. Full knowledge of your organization – inside and out – is vital to becoming an effective leader.

Learning Negotiation, Team Building, Motivation and Goal Setting Skills

Today’s business professionals know that in order to achieve success, they must commit to lifelong learning and skill building. Enrolling in online business courses is one route to improving your leadership skill set, and earning valuable leadership certification. Business courses that offer leadership certification often include professional instruction in these essential areas:

Communication – Good communication skills are required at every level of business, but leaders must possess outstanding communication skills. Luckily, this is a skill that can be learned.

Motivating teams – Inspiring others is the mark of an effective leader. Motivation is best done by example and guidance, not by issuing commands.

Team building – Putting together strong teams that work well is another trait of great leaders. The opposite is also true: if a team is weak and dysfunctional, it is generally a failure in leadership.

Risk taking – You can learn how to assess risk and run scenarios that will help you make better decisions. Great leaders take the right risks at the right time.

Vision and goal setting – A team depends on its leader to tell them where they are going, why they are going, and how they’re going to get there. People are more motivated when a leader articulates his or her vision for a project or for the organization, along with the steps – or goals – needed to achieve it.

Online Business Courses Can Help You Become an Effective Leader

Becoming an effective leader is not a one-time thing. It takes time to learn and practice leadership skills until they become a part of you. Why not approach the leadership process as a lifelong venture? Enrolling in negotiation courses, online business courses and leadership certification courses demonstrates a commitment to upgrading your skills and improving your leadership abilities. When you practice these leadership skills, you can become more effective at any stage of your career, regardless of the size of your organization. There are opportunities to learn leadership skills all around you; take advantage of them to improve your career and leadership prospects.

Re- Blogged from :- University of Notre Dame


Make a list of the 5 leaders you most admire. They can be from business, social media, politics, technology, the sciences, any field. Now ask yourself why you admire them. The chances are high that your admiration is based on more than their accomplishments, impressive as those may be. I’ll bet that everyone on your list reaches you on an emotional level.

This ability to reach people in a way that transcends the intellectual and rational is the mark of a great leader. They all have it. They inspire us. It’s a simple as that. And when we’re inspired we tap into our best selves and deliver amazing work.

So, can this ability to touch and inspire people be learned? No and yes. The truth is that not everyone can lead, and there is no substitute for natural talent. Honestly, I’m more convinced of this now – I’m in reality about the world of work and employee engagement. But for those who fall somewhat short of being a natural born star (which is pretty much MANY of us), leadership skills can be acquired, honed and perfected. And when this happens your chances of engaging your talent increases from the time they walk into your culture.



Let’s Take A Look At Tools That Allow For Talent To Shine:

Emotional intelligence. Great leaders understand empathy, and have the ability to read people’s (sometimes unconscious, often unstated) needs and desires. This allows them to speak to these needs and, when at all possible, to fulfill them. When people feel they are understood and empathized something, they respond PERIOD and a bond is formed.

Continuous learning. Show me a know-it-all and I’ll show you someone who doesn’t have a clue about being human. Curiosity and an insatiable desire to always do better is the mark of a great leader. They are rarely satisfied with the status quo, and welcome new knowledge and fresh (even if challenging) input. It’s all about investing in yourself.

Contextualize. Great leaders respond to each challenge with a fresh eye. They know that what worked in one situation may be useless in another. Before you act, make sure you understand the specifics of the situation and tailor your actions accordingl


Let Go. Too many people think leadership is about control. In fact, great leaders inspire and then get out of the way. They know that talented people don’t need or want hovering managers. Leadership is about influence, guidance, and support, not control. Look for ways to do your job and then get out of the way so that people can do theirs.

Honesty. Not a week goes by that we don’t hear about a so-called leader losing credibility because he or she was dishonest. Often this is because of pressure to try and “measure up” and it’s not coming from a place of being real – often this relates to fear of not being accepted for your true self. We live in age of extraordinary transparency, which is reason enough to always be true to your core – your mission will be revealed, your motivations will show by your behaviors. But it goes way beyond this. It’s an issue that sets an example and elevates an organization. If you have a reputation for honesty, it will be a lot easier to deliver bad news and face tough challenges. Are you inspiring people from your heart?

Kindness and respect. Nice leaders (people) don’t finish last. They finish first again and again. Ignorance and arrogance are leadership killers. They’re also a mark of insecurity. Treating everyone with a basic level respect is an absolute must trait of leadership. And kindness is the gift that keeps on giving back. Of course, there will be people who prove they don’t deserve respect and they must be dealt with. But that job will be made much easier, and will have far less impact on your organization, if you have a reputation for kindness, honesty and respect.

Collaboration. People’s jobs and careers are integral to their lives. The more your organization can make them a partner, the more they will deliver amazing results. This means, to the greatest extent possible, communicating your organization’s strategies, goals and challenges. This builds buy-in, and again is a mark of respect. People won’t be blindsided (which is a workplace culture killer) by setbacks if they’re in the loop.

Partner with your people. As I said above, people’s careers are a big part of their lives. That seems like a no-brainer, but leaders should have it front and center at all times. Find out what your employees’ career goals are and then do everything you can to help them reach them. Even if it means they will eventually leave your organization. You will gain happy, productive employees who will work with passion and commitment, and tout your company far and wide. This an opportunity to brand your greatness.

Leadership is both an art and a science. These tools are guidelines, not rigid rules. Everyone has to develop his or her own individual leadership style. Make these tools a part of your arsenal and use them well as you strive to reach people on an emotional level. Be Human. This Matters.


Re-blog from Forbes


About the Author 

Meghan M. BiroMeghan M. Biro is a globally recognized Talent Management and HR Tech strategist, digital catalyst, author and speaker. As founder and CEO of Talent Culture and Co-Founder of the #T Chat World of Work Community, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent.

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I suspect there are many different viewpoints on this question, but it does help to undertake to differentiate. Here’s my take.

Management is: Supporting others within the accomplishment of their tasks.

Leadership is: Supporting others within the accomplishment of their potential.Being a great Leader

When I “manage” I listen to things like articulating goals, measuring, monitoring, recruiting, and communication.

When I “lead” I’m concerned about defining freedom of action, making resources available, coaching, instructive expectations, working out strategies, promoting innovation, and things like culture transformation and talent development.

Both are important, and necessary, when you’re responsible for others among the business context. I think the really critical issue is to know when to “lead”, and when to “manage”.

Perhaps there was a time when the calling of the manager which of the leader may well be separated. A foreman in an industrial-era mill likely didn’t have to give much thought to what he was manufacturing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and guarantee the job got done as ordered. The focus was on potency.

Too much management and deficient leadership can be constricting, stifling the potential contributions of your groups. They’ll still turn out (obviously), but probably not to their potential, and very possibly not even to their capability.

Too much leadership and deficient management can leave people feeling weak or overwhelmed, “at sea”, and without a solid foundation. In these circumstances actions and decisions may well be taken, but not be best when looked at through the lens of unforeseen circumstances.Manages vs leaders

In my experience, abundant of leadership is concerning “balance”. What is the right focus on any one thing, or competing things? For example, how much focus on innovation is appropriate? How much time should be spent on present needs vs. future opportunities? Resolving this balance at any point in time requires both experience and good judgment.

But with the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not simply separated. People look to their managers, not simply to assign them a task, however to outline for them a purpose.  And managers should organize workers, not just to maximize potency, but to nurture skills, develop talent and inspire results.

Applying the proper balance to the time we tend managing vs. the time we spend leading is key to optimizing our own effectiveness.

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