Leader to Leader最新文献_第10页

HOW TO START AN UNBIASED CONVERSATION ABOUT EXHAUSTION 如何开始一场关于疲惫的公正对话

Leader to Leader Pub Date : 2023-11-02 DOI: 10.1002/ltl.20785

Christina Guthier

{"title":"HOW TO START AN UNBIASED CONVERSATION ABOUT EXHAUSTION","authors":"Christina Guthier","doi":"10.1002/ltl.20785","DOIUrl":"10.1002/ltl.20785","url":null,"abstract":"The author, a self-employed occupational health psychologist, presents her research on various nuanced aspects of exhaustion, stress, and burnout, as they related to leadership and organizations. She also notes her TEDx talk “Let’s talk about the bright side of exhaustion,” and writes that “using study results based on data of more than 26,000 participants and illustrative anecdotes, I will explain why exhaustion is more complicated than most realize, that there is not only a dark but also a bright side, and how leaders can make sure that people in their environment experience the bright side of exhaustion by improving person-job matches.” She describes her own personal background within these issues, and Figure 1 depicts a Conversation Starter for Exhaustion Model. The Venn diagram has “Joyfully Exhausted” in the middle, surrounded by the keywords Meaning, Support, Autonomy, and Appreciation. In the article text, regarding meaning, she writes “As a leader you need to know what kind of work is meaningful for each person around you and ideally create work environments where people can mainly focus on performing these tasks. This makes it easier for individuals in your work environment to better perform and make the effort feel worthwhile.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"89-95"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135933723","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

THE FIVE KEY QUALITIES OF LEVEL 5 LEADERS AND HOW WE CAN DEVELOP THEM IN FUTURE LEADERS 第五层次领导者的五大关键素质，以及如何培养未来领导者的这些素质

Leader to Leader Pub Date : 2023-11-02 DOI: 10.1002/ltl.20783

David Taylor, Sarah McArthur

{"title":"THE FIVE KEY QUALITIES OF LEVEL 5 LEADERS AND HOW WE CAN DEVELOP THEM IN FUTURE LEADERS","authors":"David Taylor, Sarah McArthur","doi":"10.1002/ltl.20783","DOIUrl":"10.1002/ltl.20783","url":null,"abstract":"The authors (Chartered Engineer & Business Leader at Rolls-Royce and Editor-in-Chief of Leader to Leader) build on the concept of “level 5 leaders,” from Jim Collins's classic book Good to Great. They outline and describe the concept, and write that their “review of 7 out of 11 of the level 5 leaders in Jim's book showed the following 5 leadership qualities that created this combination of humility and will.” Those qualities, in their words, are: 1. Purpose before profits 2. Connection before critical thinking 3. Service before seniority 4. Creativity before control 5. Coaching for mastery. Each of these qualities is outlined in depth regarding recent leaders: Frances Hesselbein (Former CEO of Girl Scouts of the USA, Namesake of Frances Hesselbein Leadership Forum, Founder and longtime Editor-in-Chief of Leader to Leader, Presidential Medal of Freedom recipient); Alan Mulally, (Former CEO of Boeing Commercial Airplanes, Boeing Defense and Space, and the Ford Motor Company); and Hubert Joly (Former Chairman and CEO of Best Buy, recognized top 10 U.S. CEO, Glassdoor: Unleashing Human Magic). They write that these leaders “advocate an approach where all stakeholders are included to create insights, implement change, and follow up to deliver sustainable and long-term improvement.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"53-59"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135932774","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

BLOOM: A NEW LEADERSHIP DUTY OF CARE 绽放：新的领导关怀责任

Leader to Leader Pub Date : 2023-11-02 DOI: 10.1002/ltl.20780

Dan Pontefract

{"title":"BLOOM: A NEW LEADERSHIP DUTY OF CARE","authors":"Dan Pontefract","doi":"10.1002/ltl.20780","DOIUrl":"10.1002/ltl.20780","url":null,"abstract":"The author, a leadership strategist, discusses the concept of bloom, and its meanings for leadership. “Several factors,” he states, “influence the ability (or inability) of people to flourish at work. But the same is true for their lives. Thus, the relationship between work and life has become more critical than ever. Leaders: you have a responsibility for this work-life outcome.” He suggests renouncing three familiar organizational terms: Work-life balance, bring your best self to work, and employee engagement. As a replacement concept: “What is that new philosophy? I call it bloom. At the intersection of work and life, you should begin aspiring to reach a state of blooming. As a leader, you must begin applying the same thinking while leading your team members.” A table contrasts work-factors (trust, belonging, valued, purpose, strategy, norms) and life-factors (relationships, skills, well-being, meaning, agency, respect). He develops four work-life personas (renewal, budding, stunted, blooming). Blooming is described as “I am prospering fully in both work and life.” He concludes: “When we work, we bring our lives into our jobs every day, and our work creeps into our lives every day as well. There is no escaping the relationship between work and life. It is time to enact a new leadership duty of care.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"47-52"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20780","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135933720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

CHANGING YOUR MIND, ONE BELIEF AT A TIME 改变思想，一次一个信念

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20787

Fernando Carrillo, Liz Wiseman

{"title":"CHANGING YOUR MIND, ONE BELIEF AT A TIME","authors":"Fernando Carrillo, Liz Wiseman","doi":"10.1002/ltl.20787","DOIUrl":"10.1002/ltl.20787","url":null,"abstract":"The authors (Carrillo; a leadership coach, founder of WellWater, and curate at HTB Church in London, England); (Wiseman; former corporate executive who now works as a management researcher, executive advisor, and CEO of The Wiseman Group) believe that “To create a durable change in behavior, we need to change the beliefs behind the behavior. We need a change of mind, and one that lasts.” The article builds on the life story and personal/professional growth of Carrillo. They write: “He hasn’t stopped working on himself, but Fernando’s experience illustrates the slow, steady nature of transformational change and the practices that can help us change for good.” They outline “3 Practices to build better beliefs,” portrayed as a “success cycle” figure. The practices are: 1. Change your thought patterns 2. Gather supporting evidence 3. Help others change their minds. For instance, within practice 1 they note: “Our beliefs often begin with the words and actions of others toward us, which can then shape our sense of self. These beliefs need not actually be true to hold powerful sway over our assumptions and perceptions of reality.” This process takes time: “While we may occasionally experience sudden transformation, change is usually gradual, occurring in almost imperceptible increments.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"41-46"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135272815","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

HOW LEADERS CAN BUILD COMMON UNDERSTANDING, PSYCHOLOGICAL SAFETY, AND PROSOCIAL PURPOSE 领导者如何建立共识、心理安全和亲社会目的

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20776

David Burkus

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引用次数: 0

LEADERSHIP LESSONS FROM FORMULA 1 MOTOR RACING 从一级方程式赛车中汲取领导力经验

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20784

Ken Pasternak

{"title":"LEADERSHIP LESSONS FROM FORMULA 1 MOTOR RACING","authors":"Ken Pasternak","doi":"10.1002/ltl.20784","DOIUrl":"10.1002/ltl.20784","url":null,"abstract":"The author has advised and taught business leaders worldwide for the past 25 years, and was previously Director at the European Bank for Reconstruction and Development. His article examines the business, organizational, and leadership aspects of the highly popular Formula 1 (F1) motor racing. He provides a quick primer on how F1 operates, noting that “Formula 1 racing is a competitive, global industry at the pinnacle of motor sport in terms of technology and innovation.” He notes his own background within F1, including co-authoring a book that inspired a BBC 8-part television series, Formula for Success. He outlines the PATL (Performance at the Limit) Framework, in both the article text and a table. It describes the role of individuals, teams, organizations, and partners. He writes: “Surrounding these elements are three dynamic processes influencing performance: Innovating, Transforming, and Integrating.” Another table presents the F1 Performance Pyramid, with leadership and teamwork around Focus, Continual Learning, and Creating a Winning Culture. The final table presents the Plan-Do-Review Model. F1 teams “have formal reviews after each of the on-track sessions. All key decision-makers and decision-influencers attend in person or virtually. A template is used to keep the discussion on point and time efficient.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"20-27"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135271936","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

THE POWER OF LEADERSHIP HUMILITY IN THE AI ERA 人工智能时代领导者谦逊的力量

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20777

Tomas Chamorro-Premuzic

{"title":"THE POWER OF LEADERSHIP HUMILITY IN THE AI ERA","authors":"Tomas Chamorro-Premuzic","doi":"10.1002/ltl.20777","DOIUrl":"10.1002/ltl.20777","url":null,"abstract":"The author, who among other things is the Chief Innovation Officer at ManpowerGroup, a professor of business psychology at University College London and at Columbia University, writes about the normalization of narcissism in an age of AI/artificial intelligence, and what this means for leadership and society as a whole. He also discusses the disinformation that can come about with generative AI, which “can be easily trained to produce anything we would normally produce, in our style, automating our opinions and thoughts.” Yet this a complicated, nuanced situation: “Humans have always displayed a deep desire for appreciation, which is not just responsible for much of the vanity and entitlement in the world, but also civilization and progress.” He continues that, “whatever you think of cathedrals, symphonies, and hundred-year-old corporations, they are rarely the product of pure narcissism, but rather a watered-down version of it, diluted with hard work and competence, including leadership talent.” He notes the importance of humility, especially in “personal risk management. The less you are dishonest with yourself about your own talents, the more likely you will be to avoid unnecessary risks, mistakes, and failure. Only people who overestimate their abilities go to critical job interviews, client presentations, and academic exams ill-prepared.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"75-79"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20777","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135272384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

HOW TO MEASURE, ANALYZE, AND IMPROVE DIVERSITY, EQUITY, AND INCLUSION 如何衡量、分析和改进多样性、公平性和包容性

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20788

Randal Pinkett

{"title":"HOW TO MEASURE, ANALYZE, AND IMPROVE DIVERSITY, EQUITY, AND INCLUSION","authors":"Randal Pinkett","doi":"10.1002/ltl.20788","DOIUrl":"10.1002/ltl.20788","url":null,"abstract":"The author, an entrepreneur, innovator, and DEI expert who is the co-founder, chairman, and CEO of BCT Partners, presents solid research and statistics to back up the importance of DEI/Diversity, Equity, and Inclusion within organizations. He also notes the current challenges (including political and legislative) aimed at DEI initiatives, and to related areas such as book banning in libraries and “anti-wokeness.” His research is highly data-driven. He writes: “Data-Driven DEI™ is geared toward everyday people first and foremost and not just DEI champions and leaders. Why? Because organizations do not change. People change.” He outlines a number of points within the business case for DEI, which in his words are Winning the competition for talent, strengthening customer orientation, increasing employee trust, retention, engagement, satisfaction, and performance, Improving decision making and fostering innovation, and enhancing the organization's image to employees and consumers. The personal case for DEI covers, in his words, enhancing personal growth, expanding diversity of thought, improving health and wellness, and enriching learning and performance at school and work, mitigating biases and negative stereotypes, enlarging networks of relationships, expanding civic engagement and positive outcomes for others, and receiving more positive evaluations, earlier promotions, and higher compensation.","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"60-66"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135272692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

THE WORK OF SANE LEADERSHIP 理智领导的工作

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20781

Margaret Wheatley

{"title":"THE WORK OF SANE LEADERSHIP","authors":"Margaret Wheatley","doi":"10.1002/ltl.20781","DOIUrl":"10.1002/ltl.20781","url":null,"abstract":"The author, a consultant, senior-level advisor, and teacher, discusses and explains the concept of sane leadership. “We need,” she writes, “to restore sanity by reviving the human spirit. We can only achieve this if we undertake the most challenging and meaningful work of our lives: creating Islands of Sanity.” She further contends: “Sanity is an honest relationship with reality. Sanity is seeing clearly, free of our filters, judgments, biases. When we see what’s going on, then we can discern what actions might be useful. Sanity creates possibilities.” She outlines 10 design principles within these areas, which in her words are, 1. Diversity: Complex issues demand difference to find solutions. 2. Inclusion: People need to feel needed. 3. Equality: begin and end as equals. 4. The Work: Place the work in the center and keep it there. 5. Motivation: Strong emotions are to be channeled not feared. 6. Learning: Learning from experience keeps us alive. 7. Experimentation: Life always gives us feedback. 8. Confidence: Both success and failure build confidence. 9. Community: The well-being of our community supersedes all other concerns. 10. Evaluate: Are these design principles working? She concludes: “Do you choose to be a sane leader? Do you feel you have a choice?”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"7-12"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135272403","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

LEADERSHIP AND THE ART OF ACTIVE LISTENING 领导力与积极倾听的艺术

Leader to Leader Pub Date : 2023-11-01 DOI: 10.1002/ltl.20782

Heather R Younger

{"title":"LEADERSHIP AND THE ART OF ACTIVE LISTENING","authors":"Heather R Younger","doi":"10.1002/ltl.20782","DOIUrl":"10.1002/ltl.20782","url":null,"abstract":"The author, founder & CEO of Employee Fanatix, a leading employee engagement and consulting firm, explains the role of active listening within leadership. She notes that “listening at work is flawed because people don’t feel safe telling the truth, and listening is usually one-sided, so it rarely produces any results or the outcomes that we are looking for.” In Figure 1, The Cycle of Active Listening, she includes step 1: Recognize the unsaid 2: seek to understand 3: Decode 4: act. In Figure 2, Seeking to Understand, she includes the following: Demonstrate empathy, Be present, Embrace Inclusion, Exhibit courage, Stay curious, and minimize assumptions. She explains different types of listening, active reflective, empathetic, and evaluative. listening. Active “is about making a conscious effort to hear and understand someone else.” Reflective “is a communication strategy involving two key steps: seeking to understand what another person is saying and then repeating what we think we heard back to them to confirm that we understood correctly.” Empathetic “takes active listening to the next level because it requires us to make an emotional connection with another person and search for common ground that will enable us to respond in a meaningful way.” Evaluative “is when we make a judgment about what another person says.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 111","pages":"13-19"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135272546","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0