Tanveer Naseer

AUGUST 30, 2017

Respond with honest, authentic, and practical answers about how you’re going to fix the short-term issues and discuss long term strategies with your team as well. If we practice a habit daily, the plastic part of our brain will start to change, eventually turning that habit into a long-term behavior.

Short-term 276

Short-term Emotional Intelligence Long-term Follow-up 276

Tanveer Naseer

MARCH 14, 2017

But the catch is that its ability to motivate us only works over the short term. When it comes to running the long game, passion sadly comes up short. That’s why many leaders run into trouble when they try to improve employee morale by encouraging employees to be passionate about their work.

Short-term 279

Short-term Long-term Motivation Customer Loyalty 279

Tanveer Naseer

NOVEMBER 7, 2017

After all, would you willingly buy from someone who lacks integrity in how they’re willing to short-change you to increase their profit margins? And this, of course, is where our shared purpose fills in the other half of the equation in terms of what authenticity really means in leadership.

Leadership 278

Leadership Short-term Long-term Course 278

Tanveer Naseer

APRIL 17, 2018

They’re basically in damage control mode, focused only on the short term. Superior leaders, by contrast, are always in recruiting mode, and always thinking in the long term about the talent they need to attract and retain. But when the emergency of that sudden vacancy passes, they once again put recruiting aside.

Short-term 270

Short-term Long-term CEO Open-book 270

Tanveer Naseer

APRIL 4, 2017

That we move beyond simply evaluating our leadership in terms of various established metrics like goal achievement, productivity, and efficiency ratings, in order to ask ourselves what seeds are we planting in the hearts and minds of those we lead? And this, of course, is what makes these achievements extraordinary.

Leadership 271

Leadership Short-term Long-term Learning-by-Doing 271

Tanveer Naseer

OCTOBER 2, 2012

Organizations preoccupied with short-term, bottom line thinking often view their employees as little more than resources to be hired, fired, and manipulated as the need arises. Businesses appear and disappear at a dizzying pace. So do the jobs they offer. People no longer expect to spend their working lives with the same company.

Loyalty 264

Loyalty Short-term Open-book Bottom-up 264

Tanveer Naseer

JANUARY 17, 2017

A long shower isn’t as important as this meeting so you tell yourself you’ll take as short a shower as you can. You’ll do what it takes to keep it short. I don’t have to take such a short shower.” A shower is a simple, short-term change, but we can also change complex, long-term beliefs too.

Self-aware 100

Self-aware Short-term Long-term Skills 100

Tanveer Naseer

SEPTEMBER 20, 2016

When it comes to leading teams, the common focus in the leadership literature tends to be on team building; on answering the question of how do we rally people and get them on board and aligned with our company’s vision or long-term goals.

Course 100

Course Team Long-term Short-term 100

Tanveer Naseer

JANUARY 17, 2012

And it’s thanks to this kind of focus that these organizations are successful, not just in terms of various industry or financial benchmarks, but in how their employees have taken ownership of the collective efforts and accomplishments being made by their organization.

Goal 189

Goal Short-term Long-term Marketing 189

Tanveer Naseer

MAY 28, 2013

Over the course of our conversation, Erika shares a number of stories and examples to illustrate these key leadership attributes including: How leaders can overcome the current short-term focus in order to motivate and empower their employees to commit to their long-term vision for their organization.

Storytelling 235

Storytelling Leadership Short-term Consultative 235

Tanveer Naseer

DECEMBER 18, 2012

It was Drucker who wrote about the contribution of knowledge workers, and in fact he invented the term, long before anyone knew or understood how knowledge would be of importance above other inputs. However, in the same book and only a few short sentences later, he concluded that “Leadership cannot be taught or learned.”

Drucker 279

Drucker Marketing Leadership Short-term 279

Tanveer Naseer

OCTOBER 22, 2013

In that short time Lisa and I spent waiting for Eric and his team to arrive, my relationship with her changed from someone who I grew accustomed to avoiding, to someone I was interested in learning more about, and who I was glad to have the opportunity to engage and connect with.

Short-term 279

Short-term Conference Follow-up Long-term 279

Tanveer Naseer

FEBRUARY 19, 2013

Not just in terms of their own career growth, but in how it would open up a whole new understanding and area of knowledge in their field of study, if not also inspiring others to take up the cause to learn more about this elemental key to our existence. One that benefits not only us or a select few, but all those around us as well.

Leadership 279

Leadership Short-term Long-term Uncertainty 279

Tanveer Naseer

JANUARY 10, 2017

The networking goal is more likely to be about developing deep and long-term strategic relationships than for completing short-term tasks. In cultures where group dynamics are paramount, the process of building networks tends to be much more elaborate, well defined, and long term.

Long-term 100

Long-term Short-term Social Capital Bureaucracy 100

Tanveer Naseer

JULY 5, 2011

If you’re thinking of skipping out on taking time off from work this summer, here are four reasons why should reconsider this in terms of how this decision might impact your team and their future effectiveness.

Short-term 279

Short-term Productivity Products Agility 279

Tanveer Naseer

MARCH 13, 2012

In other words, which ones really mattered and would have a big impact on my long-term goals/plans? As I deliberated on whether I’d have to take a few days off work or not, my first thought was naturally on what tasks, meetings, and assignments would be impacted by such a decision.

Short-term 223

Short-term Long-term Learning-by-Doing Course 223

Tanveer Naseer

DECEMBER 10, 2013

Management has no choice but to anticipate the future, to attempt to mold it, and to balance short-term and long-range goals. In short, it must be organized for constant change. What can you do, starting now, so that this does not happen in your own organization? It is not given to mortals to do well any of these things.

Drucker 272

Drucker Kaizen Short-term Innovation 272

Tanveer Naseer

SEPTEMBER 27, 2016

Specifically, of how the values an organization uses to define who they are and what they’re all about tend to be contradicted by the decisions and choices their leaders make regarding the best way to achieve their short term goals.

Short-term 100

Short-term Ethics Learning-by-Doing Politics 100

Tanveer Naseer

SEPTEMBER 20, 2011

Instead, leaders should work with their employees to accurately assess the level of damage, what can be done in the short term to address the problem and what long-term measures they can implement to prevent its recurrence.

Team 257

Team Strategy Short-term Long-term 257

Tanveer Naseer

AUGUST 7, 2012

Create an appetite for dynamism To turn a short-term strategy into a long term, successful system, you’ll have to affect your team culturally. Remember to keep your long-term goals in mind. Goals can take the form of reduced customer complaints, increased monthly revenue, or just better customer interactions.

Strategy 267

Strategy CRM Development Document 267

Tanveer Naseer

AUGUST 7, 2012

Create an appetite for dynamism To turn a short-term strategy into a long term, successful system, you’ll have to affect your team culturally. Remember to keep your long-term goals in mind. Goals can take the form of reduced customer complaints, increased monthly revenue, or just better customer interactions.

Strategy 267

Strategy CRM Development Document 267

Tanveer Naseer

AUGUST 19, 2014

Given how we have a limited daily reserve of energy at our disposal, our brain tends to protect us from using it too much by employing short-cuts in the form of habits, where we perform these tasks with minimal thought or effort. Consequently, we expend less energy to perform these very tasks.

Organization 279

Organization How To Environment Learning-by-Doing 279

Tanveer Naseer

JULY 30, 2013

In the face of continual change and uncertainty in the global economy – not to mention the increasingly myopic focus on short-term gains at the expense of understanding the long-term context – fear in the workplace has become a long-term affliction as evidenced in study after study showing increasing levels of stress paired with falling engagement (..)

Uncertainty 279

Uncertainty Long-term Short-term Learning-by-Doing 279

Tanveer Naseer

FEBRUARY 11, 2014

Leading with an observation (the facts) and a question (genuine interest and inquiry) creates space for dialogue to occur—a give and take that leads to a short-term fix as well as a long-term solution. There is no prejudgment.

How To 260

How To Short-term Long-term Learning-by-Doing 260

Tanveer Naseer

AUGUST 27, 2013

A recent study has found that less than a third of Fortune 500 CEOs are active on any given social media platform (not surprisingly, LinkedIn had the most CEO accounts, though Twitter has seen the most growth in terms of new CEO accounts).

Organization 275

Organization Media Maturity Short-term 275

Tanveer Naseer

AUGUST 25, 2015

Indeed, if today’s leaders can’t always anticipate, prepare, and ascertain what’s to come because of the constraints of their own experiences and insights, how can we possibly expect them to foresee the long-term impact they will have on the career paths of those they lead?

Long-term 100

Long-term Short-term Learning-by-Doing Politics 100

Tanveer Naseer

NOVEMBER 1, 2016

Granted, there is quite a large variance in terms of how each organization chooses to define what success would look like for them. If there’s one attribute organizations and leaders everywhere share in common, it’s the pursuit to achieve success in their collective efforts.

Succession 100

Succession Long-term Short-term Learning-by-Doing 100

Tanveer Naseer

OCTOBER 14, 2014

Survival is the prime directive for a start-up; there’s no budget for overhead or time to think of the long term. Midlevel managers will take responsibility for operations, allowing the C-suite to concentrate on long-term strategies. But he will still have to tell them what to do and how to do it.

Leadership 247

Leadership CEO Planning Long-term 247

Tanveer Naseer

MARCH 26, 2013

There’s been a lot discussion lately on the merits of telecommuting, in terms of fostering teamwork and innovation among disparate employees in an organization. That it has to change or challenge the status quo of how people operate or do things.

Organization 272

Organization Uncertainty Short-term Teamwork 272

Tanveer Naseer

APRIL 9, 2013

While large corporations may be able to survive for short periods of time without great leadership in place, the opposite is often true for small businesses. great leader is able to motivate people without being obnoxious about it, for lack of a better term.

Leadership 278

Leadership Motivation Quality Goal 278

Tanveer Naseer

AUGUST 26, 2014

The easy and obvious answers we might proffer are that either leaders are simply too busy or too focused on the short-term to affect the changes they need to improve working conditions. Or worse, that we simply assume they don’t care about the realities their employees face.

Course 247

Course Wiseman Leadership Long-term 247

Tanveer Naseer

APRIL 16, 2013

I just need you to get this done’ Instead, you need to involve your employees in the process, asking them for their insights to reveal what they will gain from the action, instead of simply looking at it in terms of what you will gain.

Organization 277

Organization Stress HCI Wiseman 277

Tanveer Naseer

APRIL 23, 2013

Of course, there’s a truth that we need to come to terms with if we are to truly succeed and thrive – both professionally and personally – and that is that we’re not making sacrifices. We’re making choices. Bad choices.

Creativity 259

Creativity Stress Short-term Learning-by-Doing 259

Tanveer Naseer

OCTOBER 30, 2012

Invariably, for those chefs who try to go outside of their comfort zone, there are times where their efforts miss the mark in terms of producing the dish they had imagined. Instead, they want to see their fellow chefs succeed in their efforts because if they beat them, there can be no doubt that they are the top chef.

Goal 264

Goal Short-term Learning-by-Doing Succession 264

Tanveer Naseer

NOVEMBER 22, 2016

The synchrony preference captures the degree to which a person tracks the pace of other people’s behavior and is willing to adapt his or her own behavior to match it, in terms of both speeding up and slowing down. When one wants to speed up another person, one may look at one’s watch or express anxiety about taking up others’ time.

Leadership 100

Leadership Long-term Short-term Crisis Management 100

Tanveer Naseer

JANUARY 26, 2016

Last December, he realized that he was about 35km short from achieving that goal and so, despite the cold weather and snow, he mapped out time and dates that would allow him to complete the remaining 35km of his running goal.

Goal 100

Goal Succession How To Long-term 100

Tanveer Naseer

JANUARY 15, 2013

He similarly questions the routine use of layoffs, which he describes as “trading skills, experience, future capability, and competitive advantage for short-term cash.” It’s not that layoffs are necessarily wrong, but that they have become a habit in many organizations, a response embedded in and reinforced by the culture.

Open-book 273

Open-book Books Competitive Advantage Participative 273