Empathy


EMPATHY 3

Use Empathy to Improve Your Next Meeting

Improving meetings isn’t just about inviting the right people and being prepared. You also need to employ empathy, an emotional intelligence competency that can help you better manage discussions.

Empathy allows you to read people: Who is supporting whom? Who is coasting? Where is the resistance?

Carefully reading people will also help you understand the conflicts in the group so that you can manage the power dynamics. You may think these sorts of politics are unimportant, but power matters — and it plays out in meetings. Learning to read how the flow of power is moving and shifting can help you lead the group.

It’s your job to make sure people leave your meeting feeling good about what happened, their contributions, and you as the leader.

Adapted from the HBR Emotional Intelligence Series

EMPATHY 2

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Encourage Collaboration – Make It Easier


Collaboration takes time and resources. So if you want people to work together, you have to make it as easy as possible.

For example, you can use simple, off-the-shelf tools like Dropbox and Skype to help people share and communicate. (Be sure that any programs you use work seamlessly with your IT system.)

If some of your employees aren’t confident with the technology, pair them with someone who is. People are much more likely to adopt a new technology if they have someone they can turn to for help, rather than learning it on their own or relying on an IT hotline.

And for major collaboration projects, consider assigning co-leaders who can shoulder the administrative burdens.

Adapted from “How to Get People to Collaborate When You Don’t Control Their Salary,”
by Heidi K. Gardner

MIDDLE

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

The Servant-Leader


Leader or servant? Do the leaders in your organisation have a style tending more toward coercive, persuasive power. Are they larger-than-life figures, or are they more prone to a leadership style based on personal humility and team support?

Larger-than-life leaders have played important roles in the business world, however if you are more comfortable with inclusion rather than coercion, you may be able to evolve a leadership style that is becoming recognized as a requirement for transforming organizations from good to truly great.

Servant leadership, which is based on the premise of service to a purpose larger than self, emphasizes a holistic approach to work; a sense of community, a sharing of power in decision-making and a vision. So how are servant-leaders different?

Servant-leaders possess a mixture of personal humility and professional resolve. They are servants first, and the desire to lead flows from the desire to improve the life and work of those around and under them.

The servant-leader possesses:

  • High emotional intelligence

  • Ability to conceptualize beyond day-to-day concerns

  • Foresight

  • Commitment to the growth of others

  • Creativity

  • Regard for community (consciousness)

  • An ability for healing and restoring others

  • Empathy

  • Positive attitude

While the concept of servant-leadership may seem counter-intuitive to our image of leadership, results show its strength. The good news is that the talented leader can, with help and guidance, develop the skills of the servant-leader and create truly great organizations.

In summary is your organisation on a journey from Command and Control to Coordinate and Cultivate ?

 

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

CEO LOGO

The Best Leaders: Listen – Really Listen


In a world of instantaneous global connection, one of the most authentic modes of communication still is just listening to someone. But listening can be a challenging skill to master. How can you build your ability? Start by creating space in your day. Block off time in your calendar to reflect on a recent conversation and to prepare for the next one. When a colleague or employee asks for advice, make sure you understand the situation. Before answering, ask a question. Clarify what they really need. And give people your full attention. Look them in the eye.

Put down your phone and close your laptop. Leaders who make time for uninterrupted face-to-face conversation find that it’s one of their best management tools. 

LISTEN2

 

Adapted from “Listening Is an Overlooked Leadership Tool,” by Melissa Daimler

 

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

Question Everything


It can be difficult for leaders (especially senior ones new to their roles) to pause before acting. But when was the last time you stopped to ask, “Why are we doing it that way?” Leaders must constantly explore new ideas and seek out new thinking from those around them. You need to regularly ask uncomfortable questions and think about whether to change or abandon an existing strategy. 

  • The best leaders step back and look at the big picture every so often.

  • They surround themselves with diverse teams and capitalize on opportunities to hear and experiment with new ideas.

  • They give themselves time to surface divergent opinions that ultimately lead to smarter business decisions.

LEADERSHIP 1

Adapted from “When Was the Last Time You Asked, ‘Why Are We Doing It This Way?’”

by Hal Gregersen

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

CEO LOGO

The Servant Leader


Leader or servant?

Do the leaders in your organisation have a style tending more toward coercive, persuasive power. Are they larger-than-life figures, or are they more prone to a leadership style based on personal humilityand team support?

Larger-than-life leaders have played important roles in the business world, however if you are more comfortable with inclusion rather than coercion, you may be able to evolve a leadership style that is becoming recognized as a requirement for transforming organizations from good to truly great.

Servant leadership, which is based on the premise of service to a purpose larger than self, emphasizes a holistic approach to work; a sense of community, a sharing of power in decision-making and a vision. So how are servant-leaders different?

HANDSHAKE

Servant-leaders possess a mixture of personal humility and professional resolve. They are servants first, and the desire to lead flows from the desire to improve the life and work of those around and under them.

The servant-leader possesses:

  • High emotional intelligence

  • Ability to conceptualize beyond day-to-day concerns

  • Foresight

  • Commitment to the growth of others

  • Creativity

  • Regard for community (consciousness)

  • An ability for healing and restoring others

  • Empathy

  • Positive attitude

While the concept of servant-leadership may seem counter-intuitive to our image of leadership, results show its strength. The good news is that the talented leader can, with help and guidance, develop the skills of the servant-leader and create truly great organizations.

In summary is your organization on a journey from Command and Control to Coordinate and Cultivate ?

 THINKING

Trevor B. Lee, EP International

@TBLepi

Acknowledgements:
http://www.thtconsulting.com,
http://www.greenleaf.org
http://www.servantleadershipcenter.net

How To Become An Adaptive Business


What links these stellar organisations? 

American Express, HCL Technologies, Hilti, John Lewis Partnership,

Southwest Airlines, Statoildm-drogerie markt,

Morning Star, Toyota, Whole Food Markets and W.L.Gore.

They represent a growing number who pursue an ‘adaptive management model’ via bbrt.org.

Are these organisations successful and ‘fit for the future’?

By any measure, absolutely!

 

So to help you on your journey here are the TWELVE

principles that they rigorously employ.

#1 – Values 

Bind people to a common cause, not a central plan.

#2 – Governance

Govern through shared values and sound judgment, not detailed rules and regulations.

#3 –Transparency

Make information open and transparent, don’t restrict and control it.

#4 – Teams

Organize around a network of accountable teams, not centralized functions.

#5 – Trust

Trust teams to regulate and improve their performance; don’t micro-manage them.

#6 –Accountability

Base accountability on holistic criteria and peer reviews, not on hierarchical relationships.

#7 – Goals

Set ambitious medium term goals, not short-term negotiated targets.

#8 – Rewards

Base rewards on relative performance, not fixed targets.

#9 – Planning

Make planning a continuous and inclusive process, not a top-down annual event.

#10 – Coordination

Coordinate interactions dynamically, not through annual budgets.

#11 – Resources

Make resources available just-in-time, not just-in-case.

#12 – Controls

Base controls on fast, frequent feedback, not on budget variances.

These principles will enable and encourage a cultural climate change that will enable your organization to attract and keep the best people as well as drive continuous adaptation, innovation and growth. They define the new management model for the twenty-first century organization.

adapt-or-perish

Are you missing out? – Is there more to be discovered?

Further resource: BBRT.org

Curated by Trevor Lee  –  EP International

tblee@ep-i.net

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.