Leadership, Corporate Culture, and Paradox
by Dr. Mike Armour
One of the most unheralded roles of leadership is paradox management. Odds are, you've never heard this term before. Few texts on leadership even mention it.
Nevertheless, paradox is at the heart of every dynamic organization. Not just a single paradox. But a set of them. And each paradox creates tension (and frequently conflict) in corporate culture.
The tension arises from the very nature of paradox. Paradoxes center on a quandary that defies solution. The quandary presents itself as though we must choose between path A and path B (or between truth A and truth B). However, reality dictates that we must choose both A and B simultaneously.
The Structure of Paradoxes
Viewed another way, all paradoxes have three qualities:
1. A paradox pairs two elements, expressed in the form or statements, principles, or values.
2. The two elements seem to exclude one another. They appear contradictory.
3. Yet, in spite of the apparent contradiction, neither element may be excluded. We must embrace both of them.
Paradoxes are commonplace in business. Here are some familiar examples:
Our customers demand products of high quality and detailed craftsmanship.
To remain competitive, we must minimize production costs.
Under our labor contract, we assure workers of exceptional benefits and job security.
Payroll expenses are squeezing our margins and leaving us unprofitable.
Our culture is built around collaborative decision-making.
Fast-changing markets demand swift, almost instantaneous responses.
Non-profit organizations face paradoxes of their own.
To make the wisest use of our funds, we need a quality management team.
High management salaries threaten the loss of donor support.
Our founder's passion is what drives this organization's growth.
Our organization's growth is limited by the founder's management skills.
New realities are forcing us to change our mission.
Our donor support was built around excitement for our mission.
Balance Points
Each of these paradoxes presents two forces that contend with each other. And both elements of the paradox raise concerns about near-term or long-term survival. As a result, leadership cannot afford to ignore or dismiss either element. To do so is to court calamity. Instead, leadership must maintain a balancing act between the two.
Whatever the balance point, someone is likely to second-guess it. Since both elements of the paradox represent legitimate concerns, each element is likely to attract ardent advocates who view their concerns as paramount. To these partisans the chosen balance point may not adequately accommodate their concerns. If not, they will press and politick to relocate the balance point and give their concerns more leverage.
To illustrate, let's look at a widespread paradox at the moment. Due to the prolonged economic downturn, businesses need to preserve capital. On the other hand, they need to invest strategically to position themselves for an eventual turnaround.
Which is the proper thing to do? Conserve resources? Or invest strategically? The answer, of course, is that leadership must do both. But to the degree that we spend money we cannot conserve it. So what is the proper balance point between maximizing reserves and investing strategically?
Those with a more cautious nature will press hard for conserving cash. Those of a more entrepreneurial bent will argue for the opposite priority. And both sides will stake out their position with conviction. Hence the prospect for conflict.
Harnessing Tension
This is why paradox management is vital to successful leadership. Not only does paradox management address survival issues, it also forestalls unhealthy conflict. Proper paradox management maintains creative tension between contending concerns, rather than allowing the tension to degenerate into destructive conflict.
About 15 years ago I came across a thought-provoking book by Charles M. Hampden-Turner entitled Creating Corporate Culture: From Discord to Harmony. He argued that the role of leadership is to identify the most critical paradoxes at work within their organization, then manage these paradoxes adroitly and artfully.
I think his counsel is spot on. And his counsel is just as valid for non-profits, churches, government agencies, educational institutions, and military organizations as it is for companies in the for-profit sector.
Nor is paradox management a challenge merely for managers at the top of an organization. Sub-units of the organization contend with their own set of paradoxes.
Here are some examples:
IT departments struggle with the balance between maximizing network security and optimizing employee access to needed data.
Sales departments struggle between stroking current customers to keep them happy and expanding into new markets.
HR departments struggle between standardizing personnel practices and giving managers latitude over personnel matters.
Priorities for Leadership
So let me conclude with a suggested exercise. Take some time to identify the paradoxes that run through your organization. You might do this by yourself, or as a team exercise with your colleagues, peers, or direct reports.
If you discover more than five paradoxes, highlight the five that you consider most critical. (You don't want to ignore any paradox, of course. But in terms of focused management, it's difficult to concentrate on more than a handful of corporate paradoxes at the same time.)
As a leader, no priority is more important than attending to the critical paradoxes you've identified. What are you doing on a consistent basis to manage the natural tension within the paradox? Is the balance point slipping (through inattention) so that it is no longer where it needs to be? If so, what can you do to nudge things back toward a more appropriate balance point? How do you keep your team's priorities aligned properly to sustain this balance point? These are all essential questions for paradox management.
And just a couple of thoughts in closing. We have centered this discussion on paradoxes which pose threats to survival. There can also be paradoxes of opportunity, i.e., two wonderful prospects which, at first glance, look mutually exclusive. But with creativity, imagination, and innovation, perhaps both are possibilities. As you look for paradoxes in your organization, don't overlook paradoxes of opportunity that may be there.
Second, great spiritual teachers and philosophers often use paradoxical statements to convey key concepts. The very tension within the paradox forces the listener to reflect deeply on the teacher's words. In the same way, simply spending time to reflect unhurriedly on the paradoxes within your corporate culture can yield invigorating perspectives and insights.
Identify corporate paradoxes. Reflect on them. Tackle them. That's your task as a leader.
Used with permission of Dr. Mike Armour
Copyright 2010
MCA Professional Services Group, LLC
The Coaching Room
OUR SERVICES INCLUDE
Executive coaching and training – C-Suite, Executives & Managers
Leadership coaching and training – C-Suite & Executives
Management coaching and training - Managers
HR coaching & consulting (recruitment support, employee relations, performance management consulting, etc.)
Life coaching for professionals
Sales coaching & training – including in-house training & licensing of our facilitative methodology
Leadership, team and organisational diagnostic solutions and support services
Organisational development and change management consulting
Saturday, March 20, 2010
Tuesday, March 2, 2010
3 minute Leadership Coaching Video
It's not what you expect!
It's about Leadership and how you lead.
Cheers Jay
It's about Leadership and how you lead.
Cheers Jay
Saturday, February 20, 2010
Wil Smith on Leadership, Talent and Success
The video below is a powerful, yet simple expose on Leadership, Talent and Success by Wil Smith (actor).
For me this is Leadership.
Jay
For me this is Leadership.
Jay
Tuesday, February 16, 2010
How New Leaders Build Trust
How New Leaders Build Trust - A Leadership Coaching article
by Dr. Mike Armour
In 2007 I was introduced to an informal initiative at Microsoft called 42Projects. Formed largely by word-of-mouth, 42Projects is a grassroots community with a singular purpose: to find practical ways to increase innovation by enhancing team trust.
The group is coordinated by Ross Smith, an imaginative leader and a master of collaboration. Since I first addressed the 42Projects team two years ago, they have launched Trust 2.0, an experiment in using wikis, blogs, and productivity games to expand trust within an organization.
Trust-Building Priorities
This month I was back in Redmond to speak to them again. We met at noon over pizza in a spacious multi-media center, with others around Microsoft joining through a video feed. The topic, as you might expect, was trust-building. In particular, we talked about building trust when you move into new management or leadership positions.
During the question-and-answer period, one person observed, "When you step into a new position like this, it's vital to become trusted by both your team and by those above you. Which of these should be your priority in the first months on a job?"
That's an intriguing question. No one had ever put it to me quite that way before. Yet the question is universally relevant to managers and leaders. How would you answer?
Some might argue that you should build trust first and foremost with those above you. After all, they control your funding. And need we mention their clout in making or breaking your career?
But I took the opposite stance. I argued that your first priority as a new manager or leader is to build your team's trust in you and to strengthen trust within the team itself.
Here's my rationale. Those above you already have a certain degree of trust in you. Otherwise they would have never placed you in this new role. The team you are leading, however, probably had little or no voice in your selection. They might not even know you, especially if you were hired from the outside.
Yet your success in the eyes of those above you will largely be measured by how well your team performs. And every study on the subject shows that teams perform at their best in settings of high, mutual trust. To the degree that you build productive, high-trust relationships with your team and within your team, you make their success all the more likely. And in the process, you gain greater trust from those to whom you report.
Engendering Trust
Someone then followed up with a second question: what should I do in the first months on a job to engender trust within the team? This was a more familiar question for me. It comes up frequently in Q&A sessions or radio interviews. And I've boiled my response down to a simple three-point approach.
First, you use your initial weeks in a new leadership or management role to establish your "likeability." I'm not talking about launching a charm offensive. Or setting out to win a popularity contest. But your new team is watching from day one to see if you are truly a likeable person.
Are you approachable?
Are you friendly?
Are you courteous and well-mannered?
Are you thoughtful and considerate of others?
If your team quickly decides that you are likeable, it becomes easier for them to trust you. Or to put it another way, we don't readily trust unlikeable people.
But it's vital to keep a key distinction in mind here. Being "likeable" and having people like all of your decisions are two entirely different matters. People want leaders whom they like. But they also want leaders who can make tough, timely decisions. If you become known for putting off critical decisions, hoping to find a solution to everyone's liking, you will soon lose your team's respect.
Which leads us to the second point. We tend to withhold trust from people whom we don't respect. Therefore, in the opening weeks of your new role, you must work daily to build respect for yourself. Here I'm not talking so much about respect for your authority. I'm talking about respect for you, personally.
This is not to downplay the importance of respect for authority. It's clearly important. And in military-type organizations it's paramount. For them success in the thick of battle depends on respect for authority, whether you happen to like the person in authority or not.
Outside of military-type organizations, however, effective leaders today rely far more on personal influence than on command and control. And personal influence depends directly on the level of respect that others have for you as a person.
How, then, do you gain people's respect? You begin by respecting them. When someone treats us with respect, we find it easy to reciprocate in kind.
Building Respect
In your opening weeks in a new leadership or management role, therefore, you must work daily to show your team – collectively and individually – that you respect them.
Do you seem genuinely interested in their ideas?
Are you responsive to their emails and inquiries?
Do you openly commend them for a job well done?
Do you share the credit for success with them?
Do you actively discourage jokes, sarcasm, or derisive statements that demean people or treat them dismissively?
Treating your team with respect, however, is merely the first step in gaining their respect. Equally important is acting in ways that merit respect.
Are you truthful?
Do you keep promises?
Do you meet deadlines?
Do you refrain from vulgarities and off-color jokes?
Do you avoid favoritism?
Do you hold yourself to the same standards that you expect of others?
If not, the team may appreciate you for respecting them, but they will not give you their full respect.
Consistency
The third key in transitioning to a new position of leadership or management is consistency. The team will be watching to see if you are consistently trustworthy. Absolute perfection is not necessary. Slip-ups now and then are to be expected. But overall the team is looking for consistent, trustworthy behavior over the long haul.
In the sequence of three priorities, I purposefully put respect ahead of consistency. Once the team genuinely respects you, they will be more willing to overlook an occasional lapse in consistency. Because of their respect for you, slip-ups now and then are not as likely to cost you their overall trust. But if they neither like you nor respect you, even the slightest inconsistency will serve to jeopardize trust.
Used with Permission of Dr. Mike Armour - Leader Perfect.
by Dr. Mike Armour
In 2007 I was introduced to an informal initiative at Microsoft called 42Projects. Formed largely by word-of-mouth, 42Projects is a grassroots community with a singular purpose: to find practical ways to increase innovation by enhancing team trust.
The group is coordinated by Ross Smith, an imaginative leader and a master of collaboration. Since I first addressed the 42Projects team two years ago, they have launched Trust 2.0, an experiment in using wikis, blogs, and productivity games to expand trust within an organization.
Trust-Building Priorities
This month I was back in Redmond to speak to them again. We met at noon over pizza in a spacious multi-media center, with others around Microsoft joining through a video feed. The topic, as you might expect, was trust-building. In particular, we talked about building trust when you move into new management or leadership positions.
During the question-and-answer period, one person observed, "When you step into a new position like this, it's vital to become trusted by both your team and by those above you. Which of these should be your priority in the first months on a job?"
That's an intriguing question. No one had ever put it to me quite that way before. Yet the question is universally relevant to managers and leaders. How would you answer?
Some might argue that you should build trust first and foremost with those above you. After all, they control your funding. And need we mention their clout in making or breaking your career?
But I took the opposite stance. I argued that your first priority as a new manager or leader is to build your team's trust in you and to strengthen trust within the team itself.
Here's my rationale. Those above you already have a certain degree of trust in you. Otherwise they would have never placed you in this new role. The team you are leading, however, probably had little or no voice in your selection. They might not even know you, especially if you were hired from the outside.
Yet your success in the eyes of those above you will largely be measured by how well your team performs. And every study on the subject shows that teams perform at their best in settings of high, mutual trust. To the degree that you build productive, high-trust relationships with your team and within your team, you make their success all the more likely. And in the process, you gain greater trust from those to whom you report.
Engendering Trust
Someone then followed up with a second question: what should I do in the first months on a job to engender trust within the team? This was a more familiar question for me. It comes up frequently in Q&A sessions or radio interviews. And I've boiled my response down to a simple three-point approach.
First, you use your initial weeks in a new leadership or management role to establish your "likeability." I'm not talking about launching a charm offensive. Or setting out to win a popularity contest. But your new team is watching from day one to see if you are truly a likeable person.
Are you approachable?
Are you friendly?
Are you courteous and well-mannered?
Are you thoughtful and considerate of others?
If your team quickly decides that you are likeable, it becomes easier for them to trust you. Or to put it another way, we don't readily trust unlikeable people.
But it's vital to keep a key distinction in mind here. Being "likeable" and having people like all of your decisions are two entirely different matters. People want leaders whom they like. But they also want leaders who can make tough, timely decisions. If you become known for putting off critical decisions, hoping to find a solution to everyone's liking, you will soon lose your team's respect.
Which leads us to the second point. We tend to withhold trust from people whom we don't respect. Therefore, in the opening weeks of your new role, you must work daily to build respect for yourself. Here I'm not talking so much about respect for your authority. I'm talking about respect for you, personally.
This is not to downplay the importance of respect for authority. It's clearly important. And in military-type organizations it's paramount. For them success in the thick of battle depends on respect for authority, whether you happen to like the person in authority or not.
Outside of military-type organizations, however, effective leaders today rely far more on personal influence than on command and control. And personal influence depends directly on the level of respect that others have for you as a person.
How, then, do you gain people's respect? You begin by respecting them. When someone treats us with respect, we find it easy to reciprocate in kind.
Building Respect
In your opening weeks in a new leadership or management role, therefore, you must work daily to show your team – collectively and individually – that you respect them.
Do you seem genuinely interested in their ideas?
Are you responsive to their emails and inquiries?
Do you openly commend them for a job well done?
Do you share the credit for success with them?
Do you actively discourage jokes, sarcasm, or derisive statements that demean people or treat them dismissively?
Treating your team with respect, however, is merely the first step in gaining their respect. Equally important is acting in ways that merit respect.
Are you truthful?
Do you keep promises?
Do you meet deadlines?
Do you refrain from vulgarities and off-color jokes?
Do you avoid favoritism?
Do you hold yourself to the same standards that you expect of others?
If not, the team may appreciate you for respecting them, but they will not give you their full respect.
Consistency
The third key in transitioning to a new position of leadership or management is consistency. The team will be watching to see if you are consistently trustworthy. Absolute perfection is not necessary. Slip-ups now and then are to be expected. But overall the team is looking for consistent, trustworthy behavior over the long haul.
In the sequence of three priorities, I purposefully put respect ahead of consistency. Once the team genuinely respects you, they will be more willing to overlook an occasional lapse in consistency. Because of their respect for you, slip-ups now and then are not as likely to cost you their overall trust. But if they neither like you nor respect you, even the slightest inconsistency will serve to jeopardize trust.
Used with Permission of Dr. Mike Armour - Leader Perfect.
Monday, February 8, 2010
Women in Leadership Breakfasts - WIL You Lead
Hey Jay here,
Recently I took on a new partner in The Coaching Room business. I did this because I realised some time ago that I couldn't build a world class business on my own. I would, will and do need help from others. I found a meeting of the minds when I met Joseph Scott years ago and after working together for the past 6 months, over the recent Xmas break, we decided to take The Coaching Room to next Level.
In our conversations (during that time) we discussed who we would 'love' to work with going forward as we built the business. What came out of our conversation was the birth of an idea, of a passion, that resides deep within both of us. We love working with Women Leaders!
70% of our preferred clients are women. Women make more personable, powerful, insightful and elegant leaders.
There is an imbalance of women to men in the role of Leader in the business world.
So from those thoughts and buoyed on by our existing clients, we developed the WIL breakfasts - in Sydney, Melbourne and Hobart (and soon to be Brisbane).
If this excites you too - read on!
WIL YOU LEAD
Women in Leadership Breakfasts (Sydney, Melbourne and Hobart)
Women in Leadership (WIL) is a monthly breakfast meeting in Sydney, Melbourne and Hobart created and sponsored by The Coaching Room.
Having coached Leaders in organisations for almost a decade, our experience of the opportunities (including support and networking opportunities) available to male and female Leaders has often seemed unfairly balanced toward the male Leaders.
It has been a concern at the forefront of The Coaching Room’s mind for quite sometime now, and so this year rather than just thinking about it, we have decided to do something about it.
We have created something that will provide Women in Leadership with a real and genuine space to develop deep and accelerated relationships with other like-minded women (also in Leadership positions), as well as the opportunity to grow, feel supported, learn, make friends and have fun, whilst making a difference for other Women in Leadership.
Add to this the support of our world-class Leadership coaches, and you have a very powerful opportunity for sustained Leadership growth.
Some of the intentions of the breakfast are:
· To provide a confidential and safe environment to be ourselves
· To recognise and have a voice for our Leadership opinion
· To gain vitality in our way of being as Leaders
· For everyone invited to connect, develop their Leadership capabilities, authenticity and friendship with other female CEOs and senior leaders in Hobart, Melbourne and Sydney (We will also be expanding to Brisbane over the coming months)
· For each of us to give of ourselves to those at the breakfast, in support of our Leadership growth, understanding and challenges
· For each of us to bring our challenges and successes - to share, so that others in the breakfast may celebrate with us and support us
· To have some timeout with like minded people in similar professional situations
· To make a stand for women in Leadership in what is a top heavy male dominated Leadership environment
· To connect us all in pursuit of Leadership excellence
This means:
· An opportunity to grow, to learn, share, smile and have fun in knowing and growing each other
· A sense of shared order and structure in our Leading
· That you will have the opportunity to actualize your leadership value as a human being
· That you get time in an informal setting with world-class leadership coaches aiming to give and add value to you
· You will learn from each other and we from you
· It will ultimately mean you will have a space in which to give and receive honour and dignity with leading colleagues
Timing and place:
· The breakfast will run once per month (on or close to) the same day each month
· Our first breakfast meeting in Sydney will be at 9:30 - 11am on Friday the 5th of March, 2010 at our offices at MLC - Level 57, MLC Centre, 19-29 Martin Place, Sydney.
· Our first breakfast meeting in Melbourne will be at 9:30 - 11am on Friday the 19th of February, 2010 at our offices in Collins St – Level 27, 101 Collins St Melbourne.
· Our second breakfast meeting in Hobart will be at 9:30 - 11am on the 17th February, at T42, Elizabeth Street Pier, Hobart Tasmania.
· This is a breakfast exclusively for Women in Leadership positions, those invited or that join us in the future will be mainly in the role of CEO of their company, in the process of becoming a CEO, or are in an explicit Leadership role within their organisation.
Energy:
Does the opportunity to be apart of this growing and exclusive group generate energy, motivation and intention within you?
If it does, and you are prepared to commit to being apart of this monthly breakfast meeting, we would love to have you join us. Our vision is to have 24 of us in the breakfast by mid 2010 (or sooner) and for those in the 'Women in Leadership' breakfast to significantly grow and show, develop and demonstrate what world-class Leading can achieve!
The Cost:
Your time and your commitment to 'give and to take' from this group.
The Coaching Room will be picking up the bill for your breakfast!
Next Steps:
The first WIL session will be intentionally small. We are doing this so that we can successfully set a positive framework to help us move forward more effectively.
To be part of this exclusive group, please reply by email to Jay Hedley (jay@thecoachingroom.com.au) or Joseph Scott (joseph.scott@thecoachingroom.com.au
Thanks, Jay
Recently I took on a new partner in The Coaching Room business. I did this because I realised some time ago that I couldn't build a world class business on my own. I would, will and do need help from others. I found a meeting of the minds when I met Joseph Scott years ago and after working together for the past 6 months, over the recent Xmas break, we decided to take The Coaching Room to next Level.
In our conversations (during that time) we discussed who we would 'love' to work with going forward as we built the business. What came out of our conversation was the birth of an idea, of a passion, that resides deep within both of us. We love working with Women Leaders!
70% of our preferred clients are women. Women make more personable, powerful, insightful and elegant leaders.
There is an imbalance of women to men in the role of Leader in the business world.
So from those thoughts and buoyed on by our existing clients, we developed the WIL breakfasts - in Sydney, Melbourne and Hobart (and soon to be Brisbane).
If this excites you too - read on!
WIL YOU LEAD
Women in Leadership Breakfasts (Sydney, Melbourne and Hobart)
Women in Leadership (WIL) is a monthly breakfast meeting in Sydney, Melbourne and Hobart created and sponsored by The Coaching Room.
Having coached Leaders in organisations for almost a decade, our experience of the opportunities (including support and networking opportunities) available to male and female Leaders has often seemed unfairly balanced toward the male Leaders.
It has been a concern at the forefront of The Coaching Room’s mind for quite sometime now, and so this year rather than just thinking about it, we have decided to do something about it.
We have created something that will provide Women in Leadership with a real and genuine space to develop deep and accelerated relationships with other like-minded women (also in Leadership positions), as well as the opportunity to grow, feel supported, learn, make friends and have fun, whilst making a difference for other Women in Leadership.
Add to this the support of our world-class Leadership coaches, and you have a very powerful opportunity for sustained Leadership growth.
Some of the intentions of the breakfast are:
· To provide a confidential and safe environment to be ourselves
· To recognise and have a voice for our Leadership opinion
· To gain vitality in our way of being as Leaders
· For everyone invited to connect, develop their Leadership capabilities, authenticity and friendship with other female CEOs and senior leaders in Hobart, Melbourne and Sydney (We will also be expanding to Brisbane over the coming months)
· For each of us to give of ourselves to those at the breakfast, in support of our Leadership growth, understanding and challenges
· For each of us to bring our challenges and successes - to share, so that others in the breakfast may celebrate with us and support us
· To have some timeout with like minded people in similar professional situations
· To make a stand for women in Leadership in what is a top heavy male dominated Leadership environment
· To connect us all in pursuit of Leadership excellence
This means:
· An opportunity to grow, to learn, share, smile and have fun in knowing and growing each other
· A sense of shared order and structure in our Leading
· That you will have the opportunity to actualize your leadership value as a human being
· That you get time in an informal setting with world-class leadership coaches aiming to give and add value to you
· You will learn from each other and we from you
· It will ultimately mean you will have a space in which to give and receive honour and dignity with leading colleagues
Timing and place:
· The breakfast will run once per month (on or close to) the same day each month
· Our first breakfast meeting in Sydney will be at 9:30 - 11am on Friday the 5th of March, 2010 at our offices at MLC - Level 57, MLC Centre, 19-29 Martin Place, Sydney.
· Our first breakfast meeting in Melbourne will be at 9:30 - 11am on Friday the 19th of February, 2010 at our offices in Collins St – Level 27, 101 Collins St Melbourne.
· Our second breakfast meeting in Hobart will be at 9:30 - 11am on the 17th February, at T42, Elizabeth Street Pier, Hobart Tasmania.
· This is a breakfast exclusively for Women in Leadership positions, those invited or that join us in the future will be mainly in the role of CEO of their company, in the process of becoming a CEO, or are in an explicit Leadership role within their organisation.
Energy:
Does the opportunity to be apart of this growing and exclusive group generate energy, motivation and intention within you?
If it does, and you are prepared to commit to being apart of this monthly breakfast meeting, we would love to have you join us. Our vision is to have 24 of us in the breakfast by mid 2010 (or sooner) and for those in the 'Women in Leadership' breakfast to significantly grow and show, develop and demonstrate what world-class Leading can achieve!
The Cost:
Your time and your commitment to 'give and to take' from this group.
The Coaching Room will be picking up the bill for your breakfast!
Next Steps:
The first WIL session will be intentionally small. We are doing this so that we can successfully set a positive framework to help us move forward more effectively.
To be part of this exclusive group, please reply by email to Jay Hedley (jay@thecoachingroom.com.au) or Joseph Scott (joseph.scott@thecoachingroom.com.au
Thanks, Jay
Saturday, November 7, 2009
Leadership Development Book List - The 10 Leadership Books you must read ASAP
As part of our coaching engagement, we will require that you grow through education and reading. Below is an ordered list of must read books for Leadership growth and development:
1. Leadership and Self Deception - Arbinger Institute
This is a journey every leader must wrestle with - that of understanding the failings of self deception. As Leadership is about Leading through others, we must first learn to understand and change ourselves, our strengths, issues and challenges. Only then can we hope to become more authentic and congruent and ultimately more influencial with her people.
2. The Anatomy of Peace - Arbinger Institute
Continuing the journey from Leadership and Self Deception, every Leader must learn to understand and deal with conflict - therefore facilitating better communication.
3. The E-Myth Revisited - Michael Gerber
Understanding the role of a Leader and Entrepreneur in an organisation. Michael Gerber is at the forefront of thinking about the impact of Leadership on business.
4. The Leadership Challenge - Kouzes and Posner
A broad and deep text on what Leadership really is. An outstanding reference guide with wonderful metaphors and stories. Heavily research based.
5. Mastering the Rockerfeller Habits - Verne Harnish
Masterful simplification of the keys to Leadership and Business success. Harnish is very talented at simplifying the complexity of business success.
6. Selling With Integrity - Sharon Drew Morgan
The new paradigm of sales and change - Morgan is a genius.
7. Dirty Little Secrets - Why Buyers Can't Buy and Sellers Can't Sell - Sharon Drew Morgan
Morgan has gone further in this book to look at how change occurs through the buying process. An extraordinary piece and literature that every Leader must read.
8. Bonds That Make us Free - Terry Warner
Warner is one of the Co-Founders of the Arbinger Institute. This book is an essential for the Leader in helping create meaningful relationships with their people (followers).
9. The Art of Possibility - Rosamund Zander
The new paradigm of Leadership - Leading through inspiring, enabling, awakening and empowering others - YOU MUST READ this book if you are in any type of Leadership position.
10. Generation Y - Peter Sheahan
An Australian author writing on thriving and surviving with Generation Y. A must read for any Leader dealing with 18 - 35 year old staff. This book will help you understand and awaken this generation from a Meta-perspective (Values/Thinking Patterns/Beliefs etc.
1. Leadership and Self Deception - Arbinger Institute
This is a journey every leader must wrestle with - that of understanding the failings of self deception. As Leadership is about Leading through others, we must first learn to understand and change ourselves, our strengths, issues and challenges. Only then can we hope to become more authentic and congruent and ultimately more influencial with her people.
2. The Anatomy of Peace - Arbinger Institute
Continuing the journey from Leadership and Self Deception, every Leader must learn to understand and deal with conflict - therefore facilitating better communication.
3. The E-Myth Revisited - Michael Gerber
Understanding the role of a Leader and Entrepreneur in an organisation. Michael Gerber is at the forefront of thinking about the impact of Leadership on business.
4. The Leadership Challenge - Kouzes and Posner
A broad and deep text on what Leadership really is. An outstanding reference guide with wonderful metaphors and stories. Heavily research based.
5. Mastering the Rockerfeller Habits - Verne Harnish
Masterful simplification of the keys to Leadership and Business success. Harnish is very talented at simplifying the complexity of business success.
6. Selling With Integrity - Sharon Drew Morgan
The new paradigm of sales and change - Morgan is a genius.
7. Dirty Little Secrets - Why Buyers Can't Buy and Sellers Can't Sell - Sharon Drew Morgan
Morgan has gone further in this book to look at how change occurs through the buying process. An extraordinary piece and literature that every Leader must read.
8. Bonds That Make us Free - Terry Warner
Warner is one of the Co-Founders of the Arbinger Institute. This book is an essential for the Leader in helping create meaningful relationships with their people (followers).
9. The Art of Possibility - Rosamund Zander
The new paradigm of Leadership - Leading through inspiring, enabling, awakening and empowering others - YOU MUST READ this book if you are in any type of Leadership position.
10. Generation Y - Peter Sheahan
An Australian author writing on thriving and surviving with Generation Y. A must read for any Leader dealing with 18 - 35 year old staff. This book will help you understand and awaken this generation from a Meta-perspective (Values/Thinking Patterns/Beliefs etc.
Sunday, July 19, 2009
Leadership and Executive Coaching; The New Leadership Paradigm
The second of 2 videos on Leadership by Ben Zander, author of The Art of Possibility; an exceptional book on the new paradigm of Leadership. This video looks at Leadership from a completely new perspective. This is an example of the new Leadership paradigm in action.
Leadership and Executive Coaching in action
Leadership and Executive Coaching in action
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