When you want to ask your colleagues for a favour to review your draft presentation, lend some resources to an important project, or even to support you in your local charity run — it feels most efficient to send a group email.
But a new study finds that people tend to overestimate the power of their persuasiveness over text and email and underestimate how effective face-to-face requests are.
Asking someone in person is far more likely to be successful.
Remember that most people have an inbox full of requests from people. You don’t want your favour to get lost in that heap. Sure, going to talk to someone may be less convenient and more uncomfortable, but if you really need someone to help you out, stop by their desk or schedule a meeting.
Doing so demonstrates the importance of the task and cuts through the digital clutter.
Curated by Trevor Lee
These 6 attributes may not be the familiar leadership competences taught at many business schools but it is my belief that they underpin success in today’s collaborative world.
The terrain will change, but collaborative leaders are patient with their partners and with themselves. Your direction may be clear, but you will need a flexible approach to getting there and accept that this will take time.
2. Collective decision making
Decisions made by leaders in isolation and enforced by hierarchical power aren’t sustainable in today’s world. Inclusive decision making informed by bottom up data is key.
3. Quick thinking
You need to be able to see both opportunities and risks before others do, and act in response to them. This requires a quick intellect, and the confidence and courage to implement new ideas whilst taking people with you.
The world we describe isn’t a stable one. Governments come and go; dramatic events happen, you cannot produce a detailed plan of action and expect to see it through step by step. Successful collaborative leaders are tenacious in the pursuit of results that deliver the overall common purpose.
5. Building relationships
Collaborative leaders go out to find future partners, identify sponsors, make new alliances – and are prepared to do all this in unexpected places. They invest energy in doing this sort of networking activity ahead of time, so they can call on these relationships when the pressure is on.
6. Handling conflict
Interdependent relationships are multi-layered and always contain seeds of possible conflict. Collaborative leaders don’t see conflict as a mark of failure – rather it is part of the territory, and they are confident in holding the difficult but necessary conversations that help to bring about a resolution.
You got the job. Now for the hard part: deciding whether to take it.
Start by doing due diligence on the organization and its people to learn whether you would enjoy working there.
Ask yourself, “Is this a place where I will be happy? Where I will be challenged? Where I will thrive?”
Reaching out to your contacts and LinkedIn network and ask questions such as “What is the organization like?” and “How long do people stay?”
Find out what happened to the last person who had the job you’ve been offered.
If you can, do a trial run at the company. You can say, “I really want to learn more about this organization. Can I spend a few hours with the team?”
You will not be able to negotiate or change the organization’s culture, of course, but it’s helpful to know beforehand what you’re getting into.
Curated by Trevor Lee
It’s not always easy to get the most from your employees.
If you’re struggling to inspire the people on your team, look to your past.
Think about your own experience and what motivated you when you were in the lower levels of a company.
Who was the best boss you ever had?
What did that person do to make you want to perform at your best?
Reflect on what made your boss’s motivational strategies so effective for you.
What specifically did they do to earn your trust and admiration?
Now think about how you can apply those lessons to your own team. Which motivational tools will work for them?
Be fearless in examining your own behavior and curious about how your employees respond to you. Re-purpose your favorite boss’s techniques and make them your own.
Curated by Trevor Lee
We all know leaders need to do a lot of things. Have a clear vision is just one of many things being discussed. I couldn’t agree more, but the key is to keep it simple and focus on what we can do as leaders, to make it about the people and be the best example we can be.
It all starts with losing the ego. When we eliminate ego, we can become “a part of” instead of “apart from”. This is crucial in developing trust with your employees. Most people want someone who treats them like they matter and makes them feel “a part of” the team. The following LEADERSHIP acronym has some suggestions and principles to practice, that can help eliminate ego or at least reduce it some.
This is our best assessment tool. Listen to your employees or people in general. Everyone has a voice and deserves to be heard. Ask questions and really listen. Look at yourself first. If you are asking others to do something or act a certain way, make sure you are doing it as well. Learn from others. Everyone is capable of teaching us something.
Employee engagement has been a popular topic recently. Leaders need to engage with their employees. Be interested. Take a minute when you can and let them know you care. Be an Example. Always.
Asses every situation, all issues, obstacles and opportunities. Take appropriate Action based on your assessments.
Develop new leaders. This is a must. We need more quality leaders. Be a mentor and show others how it is done. Make good and timely Decisions. Above all else, make a Difference.
Encourage others. It means a lot to be encouraged by a leader. This also sets a good example for other employees to encourage each other. Have Enthusiasm. Show your followers (employees) you are excited about your job as a leader.
Show respect for all your employees and staff. They all deserve it, from the CEO to the maintenance person. Recognize and Reward others for their efforts. Be Responsible. Always.
Leaders must Serve others. It is not about you. It is about them. Put them first and they will follow you. Always try and Smile and keep a positive attitude. Share your knowledge with everyone.
Help out when you can. A Hands-on leader will be more liked and respected. Be Honest and practice Humility.
Inspire and Influence others.
As a leader, you can make a huge difference in the lives of others. Believe in them. Give them Hope.
Lead with Passion and a Purpose.
People can tell when you have it and when you don’t. Plan. You have all heard it. When you fail to plan, you plan to fail. Be Prepared for anything. You just never know. Put others first. Always.
These two don’t fit with the acronym, but they are very crucial for leaders. Practice Gratitude and be Optimistic. If we continue to practice the basics, we will not have to “get back to them.”
If we as leaders practice these basic and simple principles, the rest will come a lot easier, your employees will be more likely to “follow the Leader” and the future of leadership will continue to shine brightly
Remember, with ego you are “apart from.” Lose the ego and be “a part of”. It’s a beautiful thing.
What do you think ?
Curated by Trevor Lee
In his book The five temptations of a CEO: A leadership fable, published in 1998, Patrick Lencioni describes some common traps that can ensnare hard driven executives.
Temptation 1: Choosing status over results
Leadership is about producing results, not looking good.
The best leaders live to win.
They don’t become hostages to their egos.
Temptation 2: Choosing popularity over accountability
Good leaders have skills that correct behaviour that does not produce the desired results.
Management should be objective rather than subjective.
Leaders should work for long-term respect, not affection.
Temptation 3: Choosing certainty over clarity
Leaders create clarity when they are decisive.
Employees need clarity.
Leaders cannot be right all the time.
The cost of not taking the risk of being wrong is paralysis.
Temptation 4: Choosing harmony over productive conflict
Poor leaders promote consensus when they should be mining and encouraging more conflict.
Leaders should encourage “passionate discourse around ideas”.
Once a decision is made, however, the team must all back it.
Temptation 5: Choosing invulnerability over trust
Leaders often mistakenly believe that they lose their credibility if their people feel too comfortable challenging their ideas.
Leaders must make themselves vulnerable, show weakness, admit mistakes, and celebrate other people’s strengths.
Curated by Trevor Lee