Leaders respond. Leaders think through how to respond, than reacting from an emotional state. Situations could be provoking, making the leader even vulnerable at times. Enhancing one’s Emotional Intelligence comes handy for leaders in those moments to respond, to act consciously, and not impulsively. Responding leads to better decision-making and better outcomes, enhancing one’s leadership […]
Effective Leaders develop their ability to view things from a 30,000 feet level, 3,000 feet level, and from the street level, at the same time. Aligning macro, meso, and micro is crucial for organisational success and sustainability. A Leader’s ability to look through the telescope, binoculars and the microscope – and alternating between them as
Operating Rhythm is an outcome of the business structure, policies, processes, and activities an organisation follows across levels. When designed and executed well, it sets clear expectations from each role, lays down appropriate processes, measures, including frequent reviews at different levels, aligning business operations with the organisation’s vision, goals, values and strategic priorities. Creating and
Agree and commit, disagree and commit, or get out of the way – Scott McNealy. Disagree and Commit avoids the consensus trap. Disagree and commit provides psychological safety for the team members to disagree while a decision is being made. Once the decision is made, everyone commits to implementing it. Leaders fostering a culture of
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One could be part of the problem or part of the solution. Being part of the solution helps Leaders create a healthy work culture, and enhance their influence on others. What we focus on, expands. When leaders are solution-focused, solutions seem to emerge. Being part of the solution enhances one’s Leadership Presence.
Action orientation, practicing a sense of urgency, improves the odds of getting things done. Creativity too flourishes with the pressure of timelines. Sense of urgency is a shift in mindset that can be learned. Embracing the discomfort that comes with moving faster contributes in due course positively to the workplace culture. The sense of urgency
Two Pizza Rule states that a meeting should not have more attendees than can be fed with two pizzas ( Jeff Bezos ). The rule prefers up to 6 attendees for a meeting. The rule suggests meetings with fewer number of attendees are more effective, more meaningful; leads to increased levels of efficiency, engagement, collaboration
Leadership Presence calls for clarity – having clarity, and providing clarity to the teams / team members. Often one assumes team members know what is expected of them. This assumption carries substantial risk of non-performance or under performance. One need not wait to provide the (much) needed clarity until things fail. Leadership Presence makes sure
Ability to focus significantly influences the quality and quantity of outcomes. By focusing on what’s is truly important, Business Leaders could increase productivity by up to 50% ( says a study by McKinsey), improve decision making accuracy by up to 90% (says a study by HBR). Our ability to focus is considerably enhanced by improving
A recent McKinsey research finds that 5% of employees deliver 95% of an organization’s value; and that the highest performers in a role are 800% more productive than average performers in the same role. It’s crucial for a business to: (1) identify ‘High Value Roles’ – the roles that are most critical in the business,