It is well established that leaders who articulate a vision—a viable, idealized image of the organization’s future – may experience a wide-range of benefits. Studies have found that effective vision articulation relates to (1) organizational performance, (2) follower motivation, (3) more effective group interaction, and (4) satisfaction with both the group and leader. So how do people go about constructing and articulating vision statements? The following post discusses an often-neglected aspect of the vision-formation process: forecasting. Click to learn more about forecasting, why it’s important, and other digestible nuggets from the Leadership Bento Box.
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We are all familiar with the dark side of working in groups. We may acknowledge the benefits of having a team, but the mental stamina it takes and the helpless feeling of losing time to never-ending aimless discussions (passive-aggressive arguments) really test our patience and ability to persevere. Often, if not most of the time, these problems are the result of poor group process (that is, how things get done, as opposed to what gets done), so if you hope to be a leader (or rather, an effective leader) it is your job to attend to the group’s process and spare your team the painful tedium of unproductive group meetings. In my last post, I introduced group process by telling the story of how I accidentally set up a group for failure. This post tells the story of how I began to set things right. (Click through to read more.) Read more >
Have you ever been in a meeting where no one seems to be listening to or understanding one another? What about a meeting where people interrupt one another and conflicts bubble up? How about a meeting where the discussion keeps going, endlessly, with no decisions in sight? Those meetings are the reasons people deride meetings in the first place – a meeting to set up another meeting, right? Well, these were the sorts of interactions my students were having regularly. These problems were the result of poor group process (that is, how things get done, as opposed to what gets done, which is called content). (Click through to read more.) Read more >
Recently I co-facilitated a webinar examining the intersection of 360 Degree Feedback and Psychological Type. Listen to a discussion about the fundamentals of 360 Feedback, LeaderNation's 6 Coaching competencies, and how to leverage the MBTI when discussing feedback reports. (Click for more info) Read more >
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Conceptual complexity theories explore changes in the cognitive resources required at different levels of management. Leaders at higher levels make decisions that affect more people (larger scope), impact systems over longer time frames, and have to manage a larger number of goals. The long winter is over, spring training is nearly done, and the regular season is almost upon us and luckily enough for me, baseball provides an excellent backdrop for discussing these differences. I love baseball. (Click through to read more.) Read more >