What are you for?

Ask someone what they believe in and you’ll likely hear the opposite. Same is true when you ask a team about their project’s successes: they can tell you quickly the issues and drama. Perhaps the positive isn’t as alluring or sexy as the trouble and toil.

When it comes to your leadership style, knowing what you don’t believe in or what you don’t like isn’t good enough. Not in our noisy world where distractions are plentiful.

We need leaders to rise above the fray and know what they are for.

The clarity and confidence from a leader’s belief in how to support people, what they expect from them, their talents and weaknesses, and consistency in their approach to work is foundational in these highly ambiguous times.

In these times replacing the “don’t likes” with “what I stand for” not only helps get great work done, but attracts great minds to do significant, meaningful work together.

This is how you and your company stay ahead of the competition. This is how you carve out a place in the talent market for yourself.

Photo courtesy of Kirsty Hall

Change Leader | Speaker | Writer Co-founder and CEO of Switch and Shift. Passionately explores the space where business & humanity intersect. Promoter of workplace optimism. Believes work can be a source of joy. Top ranked leadership blogger by Huffington Post. The Optimistic Workplace (AMACOM) out 2015

  • http://www.SocialMediaForSmartPeople.com/ prosperitygal

    Uncanney how the average person will lean into the “what not” vs the “I am”. I agree and it makes me wonder when they will see they are living a robotic life. Where is the passion, where is the expansiveness to see beyond what is right in front of you? Then I ask how can I serve as an example, so they see another way.

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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