Activating Your Own Soul Of Leadership

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning Report
Photo by DS stories on Pexels.com

‘Leaders with spiritual strength can inspire and motivate others ( often with stories of their own moral and spiritual journeys) and help the soul of leadership permeate the organization.’

‘Without the mind, the soul and heart may produce commitment but struggle to mobilize it in the right direction.’

‘Leadership is always a moral work. Leaders of teams and organizations hold the lives of people in their hands. Leadership is inherently aspirational- working toward something better. Leaders help people learn and grow and find meaning in their work.’

‘Leaders help people learn and grow and find meaning in their work.’-

Jonathan R. Clark & Erin E. Clark

‘Darkness damages people, destroys value, and if not checked, can ruin reputations, brands, assets, and the organization itself.’

‘Organizational darkness makes doing what is right more difficult. It damages people and destroys value. It is generated by arrogance, infighting, abuse, bullying, backstabbing, exploitation, harrassment, discrimination, corruption, fraud, and the waste of talent and capital.’

‘Darkness is like a giant, punitive tax on the organization. It drains the organization of energy and its sense of meaning and purpose. It is an immoral context in which the soul of leadership simply does not and cannot operate.’

‘Leadership involves hard decisions about tough problems.’

‘… the work of leadership is about change.’

Jonathan R. Clark & Erin E. Clark

‘Leadership seeks to make things better, both for the organization and its people and for the people it serves and influence.’

‘Organizational light comes from a supporting base of moral beliefs, values, and attitudes that support actions, behaviors, and practices that lift people, enhance vision, increase value, and create conditions for growth and increased strength in lives, reputations, assets, and the organization itself.’

Source:

Jonathan R. Clark & Erin E. Clark (2024). Leading Through Activating the Soul, Heart, and Mind of Leadership

‘Leading At A Distance’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning Report
Photo by energepic.com on Pexels.com

‘Trust is built naturally among teams that interact in person each day, but it takes more effort to develop among teams that rarely (if ever) meet face to face.’

‘Virtual leaders need to create an environment that fosters trust. When trust breaks down, however, they will struggle to be productive.’

‘Motivating people at a distance is challenging because of the lack of in-person contact, which can make it harder to understand what motivates people and to convey the team’s sense of purpose.’

‘Recognize that virtual meetings are specially prone to disruption. Learn to recognize the five most common types of meeting disruptors and have a plan for addressing them.’

‘Managers who excel at coaching use paraphrasing, empathizing, and good questions to show they are listening closely, and provide balanced feedback in a timely manner, despite the distance.’

‘Leaders are concerned about how to ensure their corporate culture remains strong during all-remote work.’

‘Modeling culture starts from the top. That’s true whether leading in-person or virtually. Most leaders try to communicate more frequently when leading from a distance, and as the amount of communication increases, it’s vital to make sure one’s words and actions remain aligned.’

‘Leaders can create a trusting environment through open, frequent, and transparent communication, by encouraging team members to share aspects of their personal lives to build intimacy; and by admitting when they don’t know something.’

‘If your team cannot meet in person for a kickoff or important event, use a series of short virtual meetings to replicate what would occur in person.’

‘Process is even important when working virtually. Set clear expectations about how the team will communicate, ensure that the team is informed about shifting priorities, and seek feedback from stakeholders about team performance over time.’

Source:

James M. Citrin & Darleen Derosa (2021). Leading at a Distance: Practical Lessons for Virtual Success