The Leading Blog






11.08.24

Selecting My Team: The Art of Choosing the Right People

Selecting My Team

WHEN building a successful team, the selection process is critical. I once shared in an article in The Guardian that my approach to selecting team members can be distilled down to a single criterion: whether I’d be okay being kidnapped with them. This gauge encapsulates the essence of everything I’d want in a team member.

Below are five key qualities to look for that will contribute to a cohesive and effective team:

1. Team oriented

A successful team isn’t a collection of individuals working in isolation; it’s a cohesive unit where each member understands their role and supports one another. Team-oriented individuals collaborate seamlessly, communicate openly, and share a common goal. They’re willing to put the team’s interests above their own, which fosters a sense of unity and purpose.

In my experience, team-oriented individuals are often those who have a genuine interest in the success of others. They celebrate victories, both big and small, and offer support during challenging times. Building a team with this mindset encourages a positive work environment where creativity flourishes. When members feel they can rely on each other, they’re more likely to contribute their best efforts, which results in heightened productivity and innovation.

2. Calm under pressure

Another critical attribute in team members is the ability to remain calm during a crisis. In any organizational setting, challenges and unforeseen situations are inevitable. Team members who can maintain their composure under pressure are invaluable assets. They not only manage their own stress effectively but also help to stabilize the team as a whole.

Individuals who can think clearly and strategically in high-pressure situations are often the ones who can turn challenges into opportunities. They analyze the situation, devise a plan, and communicate effectively, ensuring that everyone is aligned and informed. This ability to calmly navigate crises strengthens the team’s resilience. When team members know they can rely on each other during tough times, it fosters a sense of security and trust that is paramount for long-term success.

3. Strategic thinker

In today’s fast-paced and ever-changing environment, individuals who can see the bigger picture and anticipate future challenges and opportunities are indispensable. These individuals possess a forward-thinking mindset that encourages innovation and adaptability.

Strategic thinkers analyze data, consider various perspectives, and make informed decisions that align with the organization’s goals. They’re not content with the status quo. Instead, they challenge conventional wisdom and seek ways to improve processes and outcomes. A team that includes strategic thinkers is better equipped to navigate complexities and drive sustainable growth.

4. Loyal

Loyalty is a cornerstone of any effective team. I seek team members who demonstrate commitment to both the organization and to their colleagues. Loyalty leads to a supportive environment in which individuals feel safe to express their ideas, take risks, and make mistakes. When team members trust one another, they’re more likely to collaborate effectively and work towards common objectives.

Moreover, loyal individuals are often the ones who go above and beyond for their teammates. They’re willing to lend a helping hand, share knowledge, and advocate for others. This sense of solidarity enhances team morale. In a world where change is constant, loyalty acts as a stabilizing force that keeps the team grounded and focused.

5. Courageous

Finally, I look for courage in a prospective team member. Courageous individuals aren’t afraid to voice their opinions, challenge the status quo, and take calculated risks. They possess the confidence to confront difficult situations head-on and make tough decisions when necessary. Courageous team members inspire others to step outside their comfort zones and embrace change.

In a team setting, courageous members prompt open communication and transparency, empowering everyone to express their thoughts and ideas. They lead by example, encouraging a culture of continuous improvement and growth. When team members are willing to take risks and stand up for their beliefs, it cultivates an atmosphere of innovation and creativity.

Selecting the right team members is a multifaceted process that demands careful consideration. Focusing on these five key attributes will create a cohesive and resilient team capable of navigating challenges and achieving collective success.

My metaphor for assessing team members related to who I’d want to be kidnapped with aside, a well-chosen team will drive organizational success as well as ensure fulfillment for every member involved.

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Leading Forum
Fabriana Lacerca-Allen has over 30 years of experience in developing and implementing global compliance programs within Top Fortune 100 companies. She has extensive experience leading global teams and negotiating, implementing, and executing on corporate integrity agreements, deferred prosecution agreements, and consent decrees. She frequently speaks on compliance, leadership, and risk management. Her new book is Crisis Capable: Building Your Capacity to Survive and Succeed in Every Environment (Advantage Books, Oct. 15, 2024). Learn more at fabianalacercaallen.com.

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Team Leaders Checklist Teams That Work

Posted by Michael McKinney at 11:09 AM
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11.07.24

Leading Thoughts for November 7, 2024

Leading Thoughts

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Warren Bennis on consensus decision-making:

“Emphasis on harmony does not serve organizations particularly well. Unanimity leads rather quickly to stagnation, which, in turn, invites change by nonevolutionary means. The fact that the organizational deviant, the individual who ‘sees’ things differently, may be the institution’s vital and only link with, for lack of a better term, some new, more apt paradigm does not make the organization value him any more. Most organizations would rather risk obsolescence than make room for the non-conformists in their midst.”

Source: Why Leaders Can't Lead: The Unconscious Conspiracy Continues

II.

Peter Drucker on manners:

“It is a Law of Nature that two moving bodies in contact with each other create friction. Two human beings in contact with each other therefore always create friction. And then manners are the lubricating oil that enables these moving bodies to work together, whether they like each other or not—simple things like saying ‘please’ and ‘thank you’ and knowing a person's birthday or name, remembering to ask after the person's family. If the analysis shows that brilliant work fails again and again as soon as it requires cooperation by others, it probably indicates lack of courtesy, that is, of manners.”

Source: Management Challenges for the 21st Century

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Leading Thoughts Whats New in Leadership Books

Posted by Michael McKinney at 09:33 AM
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11.04.24

The Secret Ingredients to Successful Leadership

Gabayan

EFFECTIVE leadership is an art. Leadership requires keeping several balls in the air at once. Alongside managing the technical aspects of running their company, leaders also have a responsibility for the well-being of those with whom they interact. To be effective, they must not only earn the respect of their employees and communicate skillfully but also inspire team members to do their job effectively.

In an attempt to narrow down which skills are required for being a successful leader, I uncovered eight secret ingredients. Drawing from my background as a physician and scientist, I designed The Wisdom Research Project, which involved interviews with 60 wise adults to find common denominators in their approach toward life. After scientifically analyzing our compiled data, we determined eight qualities that are common to wise people and successful leadership. They involve:

1. Resilience: This is the ability to endure difficulties and “bounce back.” For a leader, resilience is especially important as it involves being flexible, resourceful, and diligent. A resilient leader is able to turn an obstacle into a learning opportunity that will further their knowledge and enable them to thrive. Giving up isn’t an option as it would mean forsaking the company and their career.

2. Kindness: Being friendly, generous, and considerate are all traits associated with kindness and are valued across all societies and organizations. Kind leaders are more effective in inspiring and motivating their employees. Being empathetic is another form of kindness as it involves concern for others’ values, feelings, and priorities. Being kind is professional as it comes from confidence, calmness, and sound judgment. All leaders, at one time or another, must make some tough calls, but incorporating kindness in communicating unpopular decisions helps leaders preserve the respect they’ve earned while taking some of the sting out of their decisions for those involved. Employees want to be part of a company headed by a kind leader as they feel “seen.” As Mark Twain said, “Kindness is the language that the deaf can hear and the blind can see.”

3. Positivity: Being positive in life comes from maintaining an optimistic perspective. Knowing that all the eight elements of wisdom are interrelated, positivity plays into resilience by allowing a leader to approach and view every situation as a learning opportunity. A positive leader looks for opportunities to gain knowledge, and hence become a better leader. Positivity benefits both the leader and company. Leaders who are positive create an air of enthusiasm, openness, and high morale among employees. Workers feel privileged to be there. They’re excited to be part of a team.

4. Spirituality: The idea of spirituality and successful leadership seem to be at odds, but they are intrinsically interconnected. A belief that there’s something greater than oneself, even though it can’t be explained or seen, empowers leaders to govern from a place of purpose, which in turn inspires and motivates employees. Leaders who embrace spirituality influence the team to work from the heart. As a result, team members understand that their purpose transcends material goods and material compensation. They follow the example of their leader’s belief in the mission of the company and are willing to go to great lengths to ensure its success.

5. Humility: As author C.S. Lewis explained in reference to humility: “It’s not thinking less of yourself, but thinking of yourself less.” Humility has been recognized throughout time as an important virtue. Having humility is especially important for effective leadership. A writer for The Economist once stated, “If leadership has a secret sauce, it may well be humility. A humble boss understands there are things he doesn’t know. He listens.” The willingness of such leaders to listen to employees’ ideas magnifies their success as they realize employees often have a better perception of consumers’ needs and priorities.

6. Tolerance: Respecting the beliefs and practices of those around us that differ from our own is a hallmark of tolerance. It involves approaching difference through an unbiased and open-minded lens. A tolerant leader seeks feedback, invites diverse opinions, and is genuinely interested in other perspectives. In this way, they are able to learn from others. Tolerant leaders lack ego, while at the same time conveying confidence. They believe the company’s success is more important than appearing to have all the answers.

7. Creativity: A creative leader looks at scenarios from a different or new perspective. This ability is an important attribute of effective leadership. Leaders who are creative are better able to problem-solve and lead their company on a path of greatness. Such leaders have vision and a sense of innovation. They imagine and think without bias, boundaries, or judgment, which leads them to finding innovative solutions.

8. Curiosity: Curiosity is the foundation of all the elements of wisdom and is essential to effective leadership. At its core is a desire to learn and to pursue new ideas. Curiosity is the component that enables a company to move forward and grow. It invites questions, the pursuit of solutions, and reliance on diverse perspectives — all leading to innovation and success.

While the eight elements intrinsic to wisdom make up the secret ingredients to successful leadership, they take time and intention to effectively implement. Keep in mind that incorporating these elements is a continuous undertaking. Be patient. Know that having an awareness of their importance in leadership is the first step.

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Leading Forum
Dr. Laura Gabayan is a world-renowned physician and expert in research. Through her Wisdom Research Project, she interviewed 60 wise adults across North America and defined the eight fundamental elements of wisdom. She describes her findings in her new book, Common Wisdom: 8 Scientific Elements of a Meaningful Life. For more information, visit thewisdomresearchproject.com.

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19 Keys Attitude Of Wisdom

Posted by Michael McKinney at 10:35 AM
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11.01.24

First Look: Leadership Books for November 2024

First Look Books

HERE'S A LOOK at some of the best leadership books to be released in November 2024 curated just for you. Be sure to check out the other great titles being offered this month.

9781394252206Five Generations at Work: How We Win Together, For Good by Rebecca Robins and Patrick Dunne

Five Generations at Work explores how to maximise the dynamics of our generational diversity to create more collaborative and competitive organisations. An energising and pragmatic read, this book unpacks six years of research and work with organisations and individuals who are taking progressive action to lead from lenses versus labels, evidencing the value of generational diversity. For the first time in history, we have up to five generations at work. In the context of a world in flux and polycrisis, our diversity is a powerful force multiplier for good, if we debunk the stereotypes and know how to unlock it.

9781424568918Trust Matters More Than Ever: 40 Proven Tools to Lead Better, Grow Faster & Build Trust Now! by David Horsager

Can I trust you? With mounting international tensions, economic collapses, family divisions, and political discord, trust is in short supply. Without it, cultures deteriorate, productivity fades, and resources are wasted. Many recognize the current lack of trust, but few know how to address it. David Horsager has been pioneering trust solutions for decades and now offers this essential guide for leaders. It includes 40 Trust Tools built on his proven 8-Pillar Framework—equipping you to solve your biggest challenges with trust.

9781639367283The Power of Culture: An Economist Edge Book (The Economist Edge Series) by Laura Hamill

All organizations have a culture, whether they acknowledge it or not—and whether it's helping or hindering them. Get it right, and culture can be a positive force for good. Get it wrong, and culture can be a negative force, becoming toxic and undermining performance and reputations. In short, culture matters. Organizational culture, though, can be a tricky thing to understand and master. The Power of Culture tackles this head-on, exploring what culture is, and why it matters; how it needs to be aligned with strategy and values; and how to understand it, change it, and make it a reality.

9798891881181Stay at Risk and Live Forever: Lessons from a Life of Curiosity, Grit, and Reinvention by Byron Wien and Taylor Becker

Byron Wien, a legendary figure on Wall Street, shares his profound insights and life lessons in Stay at Risk and Live Forever. Co-authored by Taylor Becker, this memoir provides a unique blend of personal anecdotes and professional wisdom from Wien's decades-long career. Known for his famous "Ten Surprises" and "Life's Lessons" lists, Wien guides readers through the complexities of investment strategy, risk management, and lifelong learning.

9780063412576Never Lead Alone: 10 Shifts from Leadership to Teamship by Keith Ferrazzi

In today’s volatile, fast-paced, and decentralized business environment, even the most talented leaders can’t succeed alone—they need to mobilize the full potential of the team. The world’s highest-performing organizations understand they need more than leadership to win—they need teamship. Teamship is a profound shift from today’s hierarchical model to sharing the load among a team that elevates one another and the organization to achieve exponential results.

More Titles

9780197745618 9788891381322 9781394267118 9780063283589

For bulk orders call 1-626-441-2024

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“You can't think well without writing well, and you can't write well without reading well. And I mean that last "well" in both senses. You have to be good at reading, and read good things.”
— Paul Graham, Y Combinator co-founder

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Whats New in Leadership Books Survive Reset Thrive

Posted by Michael McKinney at 08:41 AM
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10.31.24

LeadershipNow 140: October 2024 Compilation

LeadershipNow Twitter

twitter Here is a selection of Posts from October 2024 that you will want to check out:

See more on twitter Twitter.

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Path Dependency Peacemaker

Posted by Michael McKinney at 01:58 PM
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Leading Thoughts for October 31, 2024

Leading Thoughts

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Doug Hirschhorn on gaining a competitive advantage:

“Gaining a competitive advantage is like having a two-edged sword, and you need to keep both of them sharp. One edge is internal—knowing what unique skills you bring to the table. The other is external and comes from gathering knowledge that makes it more likely you’ll succeed.”

Source: 8 Ways to Great: Peak Performance on the Job and in Your Life

II.

Michael Bungay Stanier on the Advice Monster:

“We’ve all got a deeply ingrained habit of slipping into the advice-giver/expert/answer-it/solve-it/fix-it mode. We call this urge the Advice Monster. You have the best of intentions to stay curious and ask a few good questions. But in the moment, just as you are moving to that better way of working, the Advice Monster leaps out of the darkness and hijacks the conversation. Before you realize what’s happening, your mind is turned towards finding The Answer and you’re leaping in to offer ideas, suggestions, and recommended ways forward. In short, even though we don’t really know what the issue is or what’s going on for the person, we’re quite sure we’ve got the answer they need.”

Source: The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever

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Leading Thoughts Whats New in Leadership Books

Posted by Michael McKinney at 08:30 AM
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10.24.24

Leading Thoughts for October 24, 2024

Leading Thoughts

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Errol Doebler on being in the moment:

“Emotions are simply a record of the past. We spend an inordinate amount of time on our negative emotions of the past, and, as such, we’ve become neurochemically addicted to them. Because of this addiction, we are bringing the past into the present. We now extrapolate that emotion into the future. We already know how we are going to feel in the future because we are bringing it forward from our past emotions. If you are not in the present moment, you are somewhere else. That somewhere else is the past you’ve become addicted to and the future you’ve become addicted to based on the past you can’t let go of. This a scary proposition.”

Source: Ice Cold Leader: Leading from the Inside Out

II.

Behnam Tabrizi on processes:

“Processes are just a means to an end, often used to make management scalable. But as companies become large and managers become remote serving customers, processes become an end to themselves, often so complicated that most people don’t know how to navigate beyond them. They compromise on customer service in order to meet the requirements of the process. They focus on inputs, not outputs, and lose sight of the connection.”

Source: Going on Offense: A Leader’s Playbook for Perpetual Innovation

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Leading Thoughts Whats New in Leadership Books

Posted by Michael McKinney at 08:19 AM
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10.18.24

Signs Your Organization’s Culture Needs to Change

Culture Needs to Change

CULTURE has the power to inspire and unite an entire workforce in the service of common goals. It can create meaning and purpose and a positive day-to-day experience while ensuring that the company is well positioned to meet its business objectives.

But when an organization’s culture is negative and dysfunctional, it has the opposite effect. A study from MIT/Sloan found that a toxic culture is by far the strongest predictor of employee attrition.

Signs that an organization needs to evolve its culture can be obvious — business results are suffering, employees are leaving, or recruitment has become difficult. Let’s say your employee survey results across multiple teams tell you that cross-group collaboration is low despite efforts to encourage employees to collaborate. It would be important to dig into what’s fundamentally valued in the culture that might be reinforcing individual performance (or even reinforcing competitiveness) between employees.

When investigating signs that the organization’s culture may be getting in the way of meeting the goals of the business, you need want to:

Examine what the data say. Look out for trends and patterns in any data that you have, for example, employee surveys, exit interviews, customer complaints, and online reviews. If the same things come up time and again, dig deeper to look at them from a cultural perspective.

Explore recruitment and retention difficulties. Your culture might need more attention if people are leaving in higher numbers than in the past, or if you’re having difficulty attracting new candidates to your organization. Even if the culture isn’t actually hostile or toxic, it can still be one that isn’t thriving — and employees and candidates will vote with their feet.

Investigate a lack of employee participation and engagement. If people are showing signs of disengagement — for example, no longer attending company meetings or no longer asking questions — this may be an indication of withdrawal from the culture and a precursor to people leaving. It’s another early sign that you may need to work on your culture.

Consider disconnects between leaders and employees. Another big tell is a lack of connection and alignment between leaders and employees, even though there’s been lots of communication. For example, employees might refer to the company and company leadership as “they” rather than saying “we” or “us.” Or leaders have an us versus them mentality when referring to people in the organization, consistently blaming the workforce or a lack of talent for not achieving business results. Another indicator is when leaders don’t engage with or listen to employees. If leaders aren’t role models for the culture, if they blame others rather than taking ownership themselves, it’s a sign that the culture (and the leaders) need to evolve.

Are you ready to change?

It’s one thing to know that you have a culture problem. It’s a completely different thing to know if the organization is ready to change. Make sure these tactics are in place as you begin to embark on a cultural evolution for your organization:

1. Ensure leaders are the primary voices. The CEO and leadership team must see culture work as critical to the success of the company and be ready to do the work and be the voice of the evolution. Furthermore, they can’t just be talking heads or going through the motions — there must be an authentic commitment from these leaders to do the work. This doesn’t mean that others in the organization can’t also be culture change drivers, but without the CEO and other leaders being involved it will be difficult for the change to be implemented and almost impossible for the change to stick.

2. Have a clear “why.” Because culture feels both personal and deeply rooted, it’s important to have a clear “why” for the culture work. There needs to be a sense of urgency and a clear, meaningful reason for things to change. It’s important to draw explicit connections with the organization’s strategy and purpose. Culture work should always be focused on solving business problems. Be clear about what problems you’re trying to solve through the culture change.

3. Know where you’re starting from. Given that your organization is unique and will start on culture work from your specific place, there are different types of culture work your organization might pursue. You may be trying to understand the current culture. You may be trying to create or form your aspirational culture. You may want to work out how to compare the current culture with the aspirational culture and close the gaps between the two. Or, your culture work may involve making the culture come to life throughout the organization to ensure that the experience of culture is woven throughout the organization. No matter the type of culture work you’re doing, you must be intentional about it. Change is a process that requires intention and time.

Culture is complex, elusive, and multifaceted — just like the humans who create it. And just like the humans who create culture, there’s unlimited potential to evolve your understanding of culture and make work better. If the signs are saying your culture needs to change, for your people’s and your company’s sake, don’t ignore them.

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Leading Forum
Laura Hamill is an organizational psychologist, ex-Microsoft director, and Limeade cofounder, an employee experience software company. Through her firm Paris Phoenix Group, she advises companies on how to transform their cultures. She is also a host at the Happy at Work podcast. Her new book is, The Power of Culture: An Economist Edge Book (The Economist Books, Nov. 12, 2024). Learn more at parisphoenixgroup.com

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Culture is the Way Secret to Culture Change

Posted by Michael McKinney at 07:11 AM
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