In a world gone social, an ever increasing number of organizations are chasing the benefits of social collaboration, both inside and outside their own walls. With initiatives such as Google launching its high altitude balloons to wirelessly connect billions of people in remote areas, global collaboration has never been easier and is expected to surge in the next decade.
How to make sure you don’t suffer from a collaboration hangover?
Leaders now find that they are leading employees and contractors and that these people can be located around the world. Are you leading with this in mind or are you stuck in the old, place based hierarchical way of thinking?
YEC (Young Entrepreneur Council) surveyed some folks about the truth behind Millennial stereotypes. Here are 7 responses to help us better understand Gen Y.
You already have the ingredients to make your company far more powerful. You might not realize it, but there is something in the makeup of your company that a strong, dynamic culture can be built around. Something that can focus your whole organization on its prime purpose.
The key is identifying that thing.
We’ve all had those interactions where they just don’t go the way we’d hoped. We say something we regret or don’t say what’s needed. In the end, we have fake talk that doesn’t address the matter at hand.
Katherine Milkman is determined to help us do better next time. In one of her most recent studies, the James G. Campbell Jr. Assistant Professor of Operations and Information Management at the Wharton School at the University of Pennsylvania looks at what she and her coauthors call the “fresh-start effect”: the energy and determination we feel when we’re able to wipe the slate clean. According to Milkman’s research, the same momentum that drives us to join the gym in January can be harnessed to help us focus on the pursuit of goals at other times throughout the year.
Many career gurus will say leadership presence is essential to becoming a good, and ladder-climbing leader. In my experience, however, many good leaders get ahead with only a mild ability to be noticed when they enter the room, depending on the company’s leadership culture.
Want to lead? Then you need to be credible. Your team needs to understand that you know what is going on. No one respects a leader that appears superficial, or that shows himself as disconnected from what is really going on.
By nature, great leaders are time-starved species. So I ask you, are you going to spend your time studying and practicing presence techniques or are you going work on the elements of substance that will bring the joy of guiding your followers and watching them grow?
Leadership presence is mysterious. Like charisma, authenticity, or influence, it can be hard to describe, yet we know it when we see it. Every senior leader wants more of this secret ingredient that distinguishes the leader of work from the leader of people.
Executive presence requires being present. Being present means being aware of what’s happening, in the here and now, the present moment. Being present is rarely mentioned when people discuss executive presence. Executive presence is defined as projecting confidence, speaking with a sense of assuredness, being poised, (especially under pressure) and decisive. People with executive presence are also seen as having the ability to read the room and respond appropriately to situations as they arise. This is where being present plays a critical role.
Yesterday a group of talented leaders froze when I asked an experimental question. Responses called for a few facts about cortisol toxins at work, taken from a required reading on brain-based business tactics.
Our atmosphere turned stoic, eyes dropped to the floor, and I felt a sudden chill sweep over robust bonds we’d built together in this vibrant leadership group. It was as if we all gained new insights into Einstein’s claim that imagination is far more important than knowledge alone.
For a comparison test, I then asked the same question in a two-footed way and facial expressions switched back to interest again as if somebody flipped on the light. The result? Unique insights began to emerge once again and people shared novel team-building tactics with renewed enthusiasm. The difference?
Sooner or later, they’re going to catch you picking your nose.
Well, maybe not. Maybe you’ll be fishing your keys out of a storm drain, or talking to your dry cleaner, or sneezing through a hay fever attack. But when you lead people in a meaningful way, you’re around them regularly, and sooner or later they’re bound to see you engaged in mundane everyday life.
During a recent trip to the local bookstore with my 4-year-old daughter, Avi, we sat down for a storytelling session in the children’s section. The facilitator, looking like a giant on a pint-sized, blue chair, began with a simple question: “What do we need to do to get started, kids?” she asked the preschoolers and kindergarteners seated in a semi-circle in front of her.
In unison, they responded: “Open our ears, close our mouths, eyes on me (the facilitator).” I thought to myself, “Holy cow! That can work for leaders, too!”
My first memory of being in the presence of someone with presence.
I am 21 years old and hanging out in Rome. Like many first-time visitors to this intoxicating city, I am entranced by its history. It seems to seep out of the pores of every building I pass. The moment I am about to describe is like a cliché from a Fellini movie – except that it really happened. As I am strolling up the Via Veneto, Ursula Andress, the original and archetypal James Bond girl, is descending toward me.
GE CEO Jeffrey Immelt once told me that leadership is about how you “show up.” I don’t think there’s exact science for leadership presence – because everyone is unique in how we think and the way we make decisions. In my experience, how we “show up” depends entirely on self-awareness of your innate thought processes; and consciously understanding how to leverage them to shape a point of view that only you can uniquely communicate to influence the direction of a business or organization issue.
“Diversity trumps ability” as a sufficiently diverse, large group of non-experts often outperforms a small group of experts,” found Future Perfect author Steven Johnson. In our increasingly complex, disruptive world, we will face more situations where we’ll benefit from calling on the so-called wisdom of the crowd.
Thus it behooves us to have colleagues with very different work and life experiences, and from diverse professions and industries.
Now I’m not knocking charisma. It’s useful and people tend to be attracted to it. And, from the leader’s perspective, it can seem kind of easy. You just show up. Problem is, that approach only works for well-established and/or highly visible guru-ninja-rockstar leaders. The rest of us need to do our homework before that big day arrives.
So here’s your assignment…