Women on Business

OCTOBER 14, 2011

That’s what practical genius is all about: identifying and leveraging both the soft and hard unique personal assets each of us possesses. Of course, it’s also about using those assets to open doors, attract opportunity, leverage personal power, and succeed beyond your wildest dreams. A person without a story is invisible.

Simon 212

Simon Commitment Creativity Long-term 212

Skip Prichard

OCTOBER 23, 2019

I believe some of the most powerful ways are: 1) engaging people in their WHY and their WHO (why they do the work they do and who it impacts), 2) connecting people with their intentions (what they want their impact to be, how they want to affect others, the project, etc., These things are all essential for the human spirit.

Power 84

Power Self-aware Leadership Energy 84

Harvard Business Review

APRIL 24, 2017

Organizational politics refers to a variety of activities associated with the use of influence tactics to improve personal or organizational interests. Studies show that individuals with political skills tend to do better in gaining more personal power as well as managing stress and job demands, than their politically naive counterparts.

Politics 14

Politics Bureaucracy Long-term Short-term 14

Leading with Trust

JUNE 12, 2022

But ask someone to define the term, and you’re likely to be met with silence. Some are deciding life’s too short to leave their spirit at the door and endure long workdays just to bring home a paycheck. Task Power: Having control over a task or particular job. People want an empathetic leader. Many managers strive to be one.

Self-aware 124

Self-aware Blanchard Emotional Intelligence Servant Leader 124

Harvard Business Review

JULY 1, 2014

Altrocentric leaders will be capable of long-term vision encompassing both global and local perspectives. Altrocentric leaders, on the other hand, derive power from motivating, not controlling, others. Adept at engaging rather than commanding, they see themselves as just one integral part of the whole.

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10

The Empowered Buisness

JUNE 17, 2015

Others may be life-long fears. In the short term, pretending you have no fear to move forward with your goals and actions can actually be a healthy choice. In the long term, however, the fears you are avoiding will sabotage your every attempt to play a bigger leadership game. 2. Fear of (owning your) power.

Leadership 100

Leadership Construction Power Long-term 100

Harvard Business Review

JANUARY 21, 2015

And even though it can feel gratifying in the short term to blame others for your situation, this attitude toward your time investment will leave you truly powerless in the long run. But the breakthrough only happens when they start exerting their personal power instead of waiting for something around them to change.

Proposal 8

Proposal Short-term Commitment Project 8

Harvard Business Review

OCTOBER 20, 2015

You’re focused on achieving your goals and getting results… but before long, you’ve got problems. You set challenging goals for yourself, then you align all your personal resources so you can meet and even exceed your expectations. Even good people fall prey to the temptation to use power for their own good.

McClelland 8

McClelland Management Emotional Intelligence Self-aware 8

Harvard Business Review

MARCH 2, 2016

But people in isolation do not have the kind of meaningful, transformative experiences that lead to long-term engagement. As a campaign progresses, however, keep in mind that competence and autonomy are two building blocks of personal power.

Management 8

Management Short-term Learning-by-Doing Benchmarking 8