Teamwork is the collective effort of every member of a team towards a singular goal or vision. Old Warwick’s story shows a different angle on the power of teamwork. This story shows how trusting that you’re not alone in your efforts is a powerful motivator for any individual to perform that a high level.
All in Leadership
Our recent ‘dasher,’ Ashley, did something exceptional. Any organization can learn from her actions. What Ashley did was simple (does not cost anything), yet powerful. It doesn’t require much effort to do, yet it creates a positive experience for the customer.
You know that you’re in a good spot when you have disagreements within your circle. Disagreements lead to further discussion, investigation, and deliberation. Only then would you be in the proper state to make your decision.
Creativity is a gateway to innovation, but it doesn’t automatically lead to it. It requires the horsepower of competent and courageous leaders to kick these ideas off the starting gate and to the finish line. The decisiveness of these leaders makes the difference in organizations, especially those that have sustained excellence in their fields and markets.
In making decisions, one needs to start with ‘opinions’ first. An opinion can be considered a criterion of relevance when trying to validate a decision.
Every organization needs a visionary, a rationalist, and an action-taker. Not one is above the other in regards to essentiality; not two are complete without the other.
Learn new relevant muscles that can elevate your value to your organization. Get proficient in these new muscles by repetition—keep practicing. Finally, apply the new muscle to your current profession to add value to your organization and to yourself.
Let’s stop tallying credit and recognition as a measure of success in our work life and in our personal life. We need to focus on the lasting impact our work and contributions have to our organization and to our family.
Cultural champions are not just individuals who do well in the core functionalities of the job. These champions are fully engaged, dynamic, infectiously positive and energetic, as well as open-minded to change and innovation.
Consuming this much information was helpful to me in many ways. The intake of knowledge made me a much better coach to my team. I was able to pull concepts and ideas to help them develop and grow their careers. This also helped me be more insightful in sharing ideas through blogs and other outlets.
For many leaders and managers like us, we need to start transforming our management paradigm right now. Though it sounds pretty catchy to call this post the “must ‘becomes’ for leaders in 2020,” we all know that the best time to start a shift to the better is right now.
Paradigm is “the way you see something, your point-of-view, your frame of reference or belief.” Paradigms can be harmful. It can narrow your thinking and it can create biases that hinder development, progress, and growth. The only way to avoid these biases is to have a paradigm shift.
Think of paradigms as maps of certain territories. Don’t you think navigating that territory would be much easier if you had a map? Doesn’t it make so much sense to have an accurate, updated map?
Like acquiring new technology, those bright and shiny objects, it is also tempting to acquire new, fresh talents outside of your organization.
Without the seamless and unquestionable connection between the three boards, there wouldn’t be a unified compass for each member of the organization, and those with whom they involve with to be business partners, to undeniably gauge their actions and if those actions align to what the organization stands for.
Emotions come in many forms and it can get the best of you in several different scenarios. If you’re reading this post, you’re most likely in a corporate setting--as a leader or as an individual contributor. Emotions can cloud our judgement at work as well. It will not only hurt your personal brand, but it can negatively affect your output at work and folks with whom you manage.
During that afternoon’s talk, Quint talks about the flywheel and how this model help hardwire excellence and drive change within the organization. Using this model can help mature an organization to a point of growth momentum. Where is growth is sustained regardless if great leaders leave the organization. He illustrated the flywheel with three distinct parts: Passion, Skills, and Results.
Many leaders on the business side of the organization may want to use this new technology for the sake of sales or customer service. Though they have the best interest of the organization in mind, simply implementing new technology is not usually that, uh, simple.
What I learned from Adam Ely, vice president and deputy CISO for Walmart.
“All coaches can be a boss, but not all bosses can be a coach.” There are times when a leader has to play both roles at the same time, leveraging the two different mindsets to their advantage to reach a certain outcome.