Talent managment is not an initiative, it is about habits. My talent scorecard helps leaders ask themselve “Am I doing all of the important things that my people need”. Leadership development is about helping leaders become skilled at the What of leadership, and this scorecard helps them understand the Why as well as the what.
When people are under lots of stress because of life/work, they start action ‘strange’. When I hear labels, I automatically think of the Birkman Method and what it captures and shares. A cornerstone of leadership development is self awareness of what is normal behavior, what our needs are, and how to deal with stress.
Breathing is something we do, but do we do it well? If just getting some oxygen is the measure then the fact that we are living says we are okay at it. But take another look, and there is another story. Resilience is not about getting by, it is about getting up when we get knocked down. Leadership is about getting up and helping others do the same.
There is lots to talk about when it comes to Steve Jobs and his run with Apple. I just hope we do not forget the leadership lessons and the resilience he showed in coming back to the company that fired him and being more successful.
Safety around water is important because the risk is real, and a drowning victim has a name. This lesson hit me during a recent swimming lesson, and it has application in leadership development. What do new leaders need? A lifeguard of sorts – called leadership development, an on-boarding plan, or a mentor.
Resilience and leadership is a big topic. It is an important topic. Here is a formula that captures the essence of resilience.
In part one I labelled an unsupported leadership transition as MEAN. This is the second post where I outline some simple things a leader can do to lower the chance of failure for a new leader to their team. This is a guest post on Mary Jo Asmus’ site, an excellent coach and a friend.
What is the cost of a figure it out development plan for new leaders? There is research that suggests a 40% failure rate in leadership transitions and the costs are high and understood. But there is also a real cost to the individual. I would also argue that with all this knowledge, it MEAN. Here is the first part of my argument.
Seth Godin talks about people as artists and their work as art. Think about the artists you work with and what they produce. What is your art?
Use these three adjectives to drive and measure your efforts to develop as a leader.
How do we process failure? What opportunities or building blocks do we have with failure? It is worth exploring for anyone who has experienced it and needs to learn from it. (which is all of us!)
TrustBUSTER #3 – Slow to extend trust to others. Understand what this behavior is, what are the implications of doing this as a leader, and what organizations can do through onboarding and leadership development to make this behavior go away.