Sat.Nov 12, 2011 - Fri.Nov 18, 2011

Leadership Freak

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Five Techniques That Make You Matter Most

Leadership Freak

The need to tell others you’re important suggests you don’t feel important. Insecure leaders need to build, protect, and validate themselves. They spend their days like male peacocks fluffing their tail feathers. “Look at me, I’m beautify; I’m important.” Fluffing activities suggest people don’t believe they matter. You must believe you matter: “Everything you will [.].

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8 Ways to Overcome Fear and Find Courage

Leadership Freak

Gutless leaders aren’t leaders. Separated from courage the other components of leadership like decision making, problem solving, and vision casting are meaningless drivel. Cowardly Leaders: Closes their ears to criticism. Attack critics. Using anger to fuel action. Make excuses. Refuse to change their minds. Change their mind too quickly. Defend poor choices.

Politics 215
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The One and Only Reason to Help

Leadership Freak

Competent people are insulted when you try to help them do their job. They think, “You don’t trust me.” Managers must know when to step in or stay out. Help too quickly and you’re a smothering meddler; delay too long and you don’t care. When it comes to helping others, their confidence levels matter. Overconfident [.].

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Defending New Ideas Without being Defensive

Leadership Freak

All leaders explore, introduce, and defend new ideas. Defending an idea often creates adversarial conversations. You offer points that support your idea and others evaluate, adopt or reject. You’ve surrendered your power from the beginning. There’s value in the traditional process but there’s a better way. Defend less explore more: Explore how new ideas compare [.].

Process 201
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How to Avoid Irrelevance, Guaranteed!

Leadership Freak

“Customers are the boss.” A.G. Lafley. Customers determine what you must do well. You may be the world’s best pickle packer. But, if the world doesn’t value perfectly packed pickles, you are tragically irrelevant. Unexpected: I love coming across an unexpected idea. The first core strength of Proctor & Gamble – A deep understanding of [.].

How To 195
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Jack Welch Led Gossip Sessions

Leadership Freak

With typical candor and color, Jack Welch said, “We always had one hell-of-ah gossip session after every meeting.” (ELP, 2011, NYC) At least two things happened at meetings Jack Welch attended. First, the agenda happened. Second, and more importantly, an H.R. meeting happened during and after. During meetings Jack and his team looked through the [.].

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The Question A.G.Lafley Didn’t Answer

Leadership Freak

Unspoken words say more than spoken. I asked A.G. Lafley, former CEO of Proctor and Gamble, a question he only partially answered. He began with “if” statements but never finished. Here’s how it went down. “I’m interested in how leading changed you and what you did to navigate those changes.” A.G. pushed his fingers up [.].

CEO 172