In this Issue:
A Word
From the Author
Team members desire
consistency from their managers: consistency in application of policies and procedures, consistency in treatment
of others, and consistency in not just stating their values, but
living them.
Recently we’ve been working with several organizations in the United States and Canada on
the issue of values. As we talk with leaders, we strongly reinforce
this message: it is easier to say what is right than to do what is right. As leaders, we need to understand it is one thing to talk about what we value as an organization and as a
leader;
however, it is much more difficult to actually live those values. Living your values, not just talking them, is critical because employees are more likely to do what they
see. If you tell an employee you value teamwork but don’t model the value, will your employee? If you talk to your employees about having critical conversations and being open and honest but don’t follow through
yourself, what do you expect them to
do?
To assess living your values, do the following
three things:
1) Take a moment to think about your values, and write them down. If you need help identifying them, click on this link
for an exercise that may help you: http://www.atwtraining.com/downloads/Values.pdf
2) On a separate piece of paper, right down your top three values and ask yourself the following
questions, “When in the past few months have I been asked or decided on my own to compromise this value? What happened in the situation, and what did I learn
from it?
3) Identify two or three colleagues you trust to give you honest feedback and share your values with them. Ask them if they see you as a person that
just talks the talk or one who also walks the walk.
If you can be a person of character, a person who is who they are no matter who is looking, you will be living a leadership behavior that
motivates and inspires your team members. In doing so, you will
provide them with a foundation where they can be more accountable and you
will become the leader you want to
be!
Happy leading!
Todd McDonald, Co-Author, I Wish You Would Just…
Situational
Leadership II can Resolve YOUR Leadership Challenges
What changes do you face as an industry? As an organization? As a work group? What challenges do you face as a leader?
If any of the challenges listed below come to your mind, then you and your leadership team may be candidates for Ken Blanchard’s Situational Leadership
II (SLII).
• Developing leadership bench strength
• Improving communication
• Improving individual development and productivity
• Increasing accountability
• Developing leadership effectiveness
• Retaining employees
• Improving return on investment
• Embracing diversity/globalization
• Improving morale
The world of work is changing and so are the rules and the nature of leadership. In order to accomplish more with fewer resources,
organizations need strong yet flexible leaders. They need leadership principles that are understood and practiced by every member of the organization. They need an individualized and flexible approach to developing leadership.
ATW Training & Consulting, Inc. is proud to bring this program to Central Iowa. Let us give you a snapshot of what you can expect.
There is “no best style” for leadership; it depends on the situation. The first skill of the leader is to be able to
“diagnose” or assess an individual’s competence and commitment for the goal or task at hand in order to best decide which leadership style is most appropriate.
“Flexibility” is the word of the day! Flexibility is the ability to use a variety of leadership styles comfortably
- in particular four styles: Directing, Coaching, Supporting, and Delegating. Each of the four has a blend of directive and supportive behaviors.
The goal is accurate diagnosing of the individual’s competence and commitment relative to the situation.
Then the leader is able to flex and “match” their style to the employee based on the diagnosis. This leads to “Partnering for Performance.” SLII becomes a common language between the leader and
employee as they set goals and determine the leadership style that best assists the employee
in reaching his/her goals.
The ideal audience for this development opportunity includes executives, managers at all levels, project managers, team leaders, and supervisors.
Call us today for more information about this program.
Leadership:
An Art of Possibility
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Experience the phenomenon of Ben Zander,
world-renowned conductor of the Boston Philharmonic Orchestra,
as he expressively teaches a new and improved style of
leadership in the exciting video training program Leadership: an
Art of Possibility. Click
here to read more
Pricing
Information:
Order the DVD
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Surveys
Provide Valuable Information
For seven years ATW has provided a format for
employees and their managers to share thoughts and ideas on
how they can assist each other. Organizations such as Wells
Fargo, Federal Express, Ritz Carlton and hundreds of other
companies are using the I Wish You Would Just...
information in their organizations. Would you like to do the
same?
ATW will provide a personalized
link to our electronic survey for your employees.
Additionally, ATW will analyze the responses and provide a
trends report for your use. All this for free!
Click here for more information.
What Makes a
Great Leader in Business?
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When you're asked about a leader in the context of a workplace, who springs to mind? Maybe your current or a former boss, a head of department, or maybe even the company Chief Executive Officer.
Leadership is a complex subject. We should all consider ourselves leaders, particularly those of us looking to progress our careers beyond the current nine to five days we love (or endure). Whatever our occupation, admin staff to managers, refuse collectors to chefs, we have a duty to behave in a professional manner and take pride in our work - after all, we chose our path. Part of our day to day role is almost certainly likely to be influencing others around us, whether we are aware of that fact or not.
Click here
to continue reading this article.
Article Source: http://www.leadershiparticles.net
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