At least as early as the 1990s, leaders of organizations were being analyzed for strengths and weaknesses not through the traditional lens of profit and loss but with new tools of psychology, including an appreciation for emotional intelligence, a systematic review of “soft skills,” and insights into their awareness of multiple intelligences. This leadership team assessment has grown and developed over the decades to produce ever-more reliable results. Assessments can now be validated to increase reliability and validity, and outcomes can be better predicted.
Humility is powerful. We speak of humility, not humiliation, to be very clear, as humility can keep all the stakeholders in a company focused on the organization’s common goals. Gaining that humility does not deprive anyone of rightful pride in achievement. Getting a lesson in humility can begin with a willingness to hear truth to power—to solicit honest opinions from customers, and team members. The lensing of leadership team assessment invites those opinions and focuses your organization. How do leading companies use this valuable tool?
One of the key roles of an enterprise leader is to “set the agenda” of the organization. This term has become widely used to imply meeting management, and a formal listing of what needs to be done. In this case, we use it in the more traditional form, relating to a personal motivation. This is a key element of establishing an influence based leadership model. Here are five key areas to using this effectively.
One thing is very clear to anyone who has done this work. The bigger implications of global leadership lie in the cross-cultural nature of the work. We deal with people who have significantly different filters of the world. Due to the inherent nature of perception, the world that they see has many different aspects. Remember that we work with people who speak different languages (meaning there is a different representational system of the world), pray to different gods, and have different economic value systems. These are just some of the big ones.
Cross cultural leadership in today's business world can be challenging at times, with the many cultural gaps that are present. It can be difficult to communicate with another culture, let alone properly lead. The core of cross cultural leadership depends not only on understanding other cultures and traditions, but also how to adapt your leadership role to these cultures.
One aspect of leadership at a global level is an understanding of the larger system implications of our actions. Corporate leaders are having as much impact across countries as our political systems, and in many cases, far more. How will you develop the large system sensitivity to begin to understand the economic, social, and environmental implications of the work you do at a global level?
The one thing we must find is our positive global intention that we can carry with us when we are planning our global activities.
High Potential Leaders: Why Executive Coaching Makes Such a Difference
Friday, November 25, 2016 - 00:00
Adults are almost universally attracted to babies because they are pure potential. We see in them every possible future. The same can be said of individuals in your organization who are being groomed for future leadership roles. One vital part of nurturing high-potential leaders is providing executive coaching to these rising superstars.
Emotional Intelligence in Leaders: Real Life Examples
Friday, November 11, 2016 - 00:00
What makes a good leader? Is it the steely certitude of a General Patton? Was Abraham Lincoln a good leader because he doubted himself, or in spite of his self-doubt? Researchers are realizing that emotional intelligence is an important part of the well-rounded leader. History is replete with examples of leaders whose interpersonal and intrapersonal skills best served their companies, their causes, or their countries.
How Executive Coaching Can Help You Avoid Decision Making Traps
Friday, October 28, 2016 - 01:00
The battle of Hattin was fought when an executive leader, Guy de Lusignan, led his organization of 20,000 crusaders on the offensive against Saladin. Lusignan abandoned the lush Springs of Sephora in the Palestine desert and marched — in July without water — across a desert plain. Saladin drew Lusignan’s parched army into a trap, destroying it.