Leadership, Eh?: How to Lead, Laugh & Win in the Game of Business & Life
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Learning from the best sales mind in the world, Jeffrey Gitomer, Murray is able to provide skill development in key sales competencies. Although the enthusiasm, energy, and positive attitude of an exemplary leader may not change the content of work, they certainly can make the context more meaningful. If a leader displays no passion for a cause, why should anyone else?
Being upbeat, positive, and optimistic about the future offers people hope. Instead, they need leaders who communicate in words, demeanor, and actions that they believe their constituents will over- come. Emotions are contagious, and positive emotions resonate throughout an organization and into relationships with other constituents.
Leadership, Eh?: How to Lead, Laugh & Win in the Game of Business & Life
To get extra- ordinary things done in extraordinary times, leaders must inspire optimal performance—and that can only be fueled with positive emotions. They must see the leader as having relevant experience and sound judgment. This kind of competence inspires confidence that the leader will be able to guide the entire organization, large or small, in the direction in which it needs to go. Organizations are too complex and multifunctional for that ever to be the case. This is particularly true as people reach the more se- nior levels. For example, those who hold officer positions are definitely ex- pected to demonstrate abilities in strategic planning and policymaking.
If a company desperately needs to clarify its core competence and market posi- tion, a CEO who is savvy in competitive marketing may be perceived as a fine leader. But in the line function, where people expect guidance in technical areas, these same strategic marketing abilities will be insufficient. Relevant experience is a dimension of competence, one that is different from technical expertise. Experience is about active participation in situational, functional, and industry events and activities and the accumulation of knowl- edge derived from participation.
An effective leader in a high-technology company, for example, may not need to be a master programmer but must understand the business implications of electronic data interchange, net- working, and the Internet. A health care administrator with experience only in the insurance industry is more than likely doomed; the job needs extensive experience in the delivery of human services.
There may be notable excep- tions, but it is highly unlikely that a leader can succeed without both relevant experience and, most important, exceptionally good people skills. The relative importance of the most de- sired qualities has varied somewhat over time, but there has been no change in the fact that these are the four qualities people want most in their leaders. Whether they believe their leaders are true to these values is another matter, but what they would like from them has remained constant.
Those who are rated more highly on these dimen- sions are considered to be more credible sources of information.
What we found in our in- foundation of vestigation of admired leadership qualities is that more leadership. Credibility is the foundation of leadership. Above all else, we as constituents must be able to believe in our leaders. Adding forward-looking to what we expect from our leaders is what sets leaders apart from other credible individuals.
Compared to other sources of information for example, news anchors , leaders must do more than be reliable reporters of the news. Leaders make the news, interpret the news, and make sense of the news. We expect our leaders to have a point of view about the future. We expect them to articulate excit- ing possibilities. Even so, although compelling visions are necessary for leadership, if the leader is not credible the message rests on a weak and precarious foundation.
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Their ability to take strong stands, to challenge the status quo, and to point us in new directions depends on their being highly credible. Leaders must never take their credibility for granted, regardless of the times or their positions. To be- lieve in the exciting future possibilities leaders present, constituents must first believe in their leaders.
Does credibility really matter?
Does it make a difference? We asked people to rate their immediate managers. As part of our quantitative research, using a behavioral measure of credibility, we asked organization members to think about the extent to which their im- mediate manager exhibited credibility-enhancing behaviors. Credibility makes a difference, and leaders must take it personally. Loyalty, commitment, energy, and productivity depend on it.
Credibility goes far beyond employee attitudes. It influences customer and investor loyalty as well as employee loyalty. They found further that disloyalty can dampen performance by a stunning 25—50 percent. So what accounts for business loyalty? Price does not rule the Web; trust does. The data confirm that credibility is the foundation of leadership. But what is credibility behaviorally? How do you know it when you see it? When it comes to deciding whether a leader is believable, people first listen to the words, then they watch the actions.
They listen to the talk, and then they watch the walk. They listen to the promises of resources to support change initiatives, and then they wait to see if the money and materials follow.
- Leadership Eh How to Lead Laugh Win in the Game of Business Life by Janewski & Murray R. | Fruugo!
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They hear the promises to de- liver, and then they look for evidence that the commitments are met. If leaders espouse one set of values but personally practice another, people find them to be duplicitous. If leaders practice what they preach, people are more willing to entrust them with their livelihood and even their lives. To be credible in action, leaders must be clear about their beliefs; they must know what they stand for. This practice includes the clarification of a set of values and being an example of those values to others. This consistent living out of values is a behavioral way of demonstrating honesty and trustworthiness.
People trust leaders when their deeds and words match. Who is that leader? What do leaders such as these have in common?
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Among these most ad- mired leaders, one quality stands out above all else. They all have, or had, unwavering commitment to a clear set of values. They all are, or were, pas- sionate about their causes. The lesson from this simple exercise is unmistak- able. People admire most those who believe strongly in something, and who are willing to stand up for their beliefs.
If anyone is ever to become a leader whom others would willingly follow, one certain prerequisite is that they must be someone of principle. All exemplary lead- ers share this quality no matter what status they may have achieved. It could be a leader in your local community, one down the hall from you, one next door—and also you.
I was a walking corpse. This means that I have to let people know and understand what my thoughts are so that I can become a good leader. People expect their leaders to speak out on matters of values and con- science. But to speak out you have to know what to speak about. To stand up for your beliefs, you have to know what you stand for. To walk the talk, you have to have a talk to walk. To do what you say, you have to know what you want to say. To earn and sustain personal credibility, you must first be able to clearly articulate deeply held beliefs. That is why Clarify Values is the first of the leader commitments we dis- cuss in this book.
You have to freely and honestly choose the principles you will use to guide your decisions and actions. Then you have to genuinely express yourself. You must authentically communicate your beliefs in ways that uniquely represent who you are. The techniques and tools that fill the pages of man- agement and leadership books—including this one—are not substitutes for who and what you are. The neonatologist who first examined her told us that she had a 5 to 10 percent chance of living three days. Realizing this, a wise and caring nurse named Ruth gave me my instructions.
I want you to come to the hospital every day to visit Zoe, and when you come, I would like you to rub her body and her legs and her arms with the tip of your finger. But Max goes on. You will not have the integrity to lead. I think leadership begins with caring. We grabbed one off the shelf, and opened it to care. Suffering and caring, discontent and concern, all come from one source.