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Leadership Is Language: The Hidden Power of What You Say and What You Don't

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The redwork-bluework operating system requires individuals at all levels of an organization to be thinkers and doers. Leaders can influence the system in three ways:

Leadership is Language - Agile Jottings Brief Summary of Leadership is Language - Agile Jottings

Organisations can undertake various activities to enhance an individual's leadership capabilities. Our management development factsheet explains how to identify development needs and how to develop leaders and managers. To that end, it helps to include employees in the ongoing conversation about the company’s mission and how their work aligns with it, said Shaun Ritchie, CEO of EventBoard, a provider of meeting tools and workforce analytics. As leaders, our responsibility is to design the organization so that individuals can be the best versions of themselves." It turns out that immediate, positive, and certain rewards are the most powerful for establishing and maintaining a behavior. Thinking work, benefits from variability (VS doing work that benefits from reduced variability). When you brainstorm, for example, you want as many ideas as possible to emerge. And when you make decisions, you like to have options. That’s why good leaders reject the old division between deciders and doers and instead include all team members in the decision-making process. They know what Galton knew: that the wisdom of many is almost always superior to the wisdom of one. This approach also increases people's motivation, people given autonomy over their work are happier and less prone to burnout.Invite people to tell the story of how they reached their goals: Reaching the goal becomes one point on a longer journey. They are encouraged to continue the positive behaviors that helped them reach their goal.

Leadership Is Language: The Hidden Power of What You Say and

David Marquet Transcript http://traffic.libsyn.com/futureofworkpodcast/David_Marquet_Podcast_-_DONE_1.mp3 The key message here is: In the traditional approach to management, people are divided into two categories – deciders and doers.

Learning the language of leadership

To build an enduring great organization, requires disciplined people, disciplined thought, disciplined action, to produce superior results, and make a distinctive impact in the world. Leaders need to be looing at the room: Who is being quiet? It's likely they think something but do not feel welcome to express it. As mentioned earlier, leadership is often viewed as a collective phenomenon or process. The distributed leadership model suggests that leadership can be shared among team members. Individuals assume the role of leader when necessary to support the team and peers. This approach can only succeed if the organisational structure and culture support it. If an organisation is centred on individual leadership, distributed leadership won't work. Psychological safety is key to an organization’s success, it’s generated by actively encouraging uncomfortable perspectives and soliciting input. Leaders can consciously talk less, so that others talk more. They can admit when they don’t know things so that others can do the same. And they can exhibit vulnerability, which makes it easier for people to speak up without fear. FERNANDEZ-ARAOZ, C., ROSCOE, A. and ARAMAKI, K. (2017) Turning potential into success: the missing link in leadership development. Harvard Business Review. Vol. 95, No 6, November/December. pp86-93.

Leadership Is Language: The Hidden Power of What - AbeBooks Leadership Is Language: The Hidden Power of What - AbeBooks

Overall, I found "Leadership Is a Language" to be a compelling and enlightening read. Marquet's writing style is engaging and accessible, and his personal anecdotes and case studies bring the concepts to life. In a fast-paced age of innovation, we need new leadership strategies, starting with language. “After all, what is leadership but language?” All hands" is an old nautical term referring to getting every crewman up to pull on a heavy line. It was, literally, about using your hands.The El Faro and many workplaces operate with a playbook left over from the Industrial Age, which focuses on coercion, doing (not thinking), reducing variability, complying, and conforming to roles. Some of our core company values are ‘grit’ and ‘simplicity,’ [so] I use phrases without a lot of fluff to motivate team members – phrases like, ‘Let’s do this,’ ‘Keep doing what you’re doing,’ and ‘We are laser-focused on XYZ,'” he said. All communications, both internal and public messages, should reflect The Connect Play (pp. 268-269).

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