Tag: Leadership Accountability

How To Navigate Your Move From Manager To Executive

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

‘Incoming executives inherit many forms of organization that were designed to serve the needs of their predecessor. To both effectively manage your time and move forward on your priorities, it’s imperative to think through the configuration of direct and indirect reports you want in your organization, along with the capabilities and roles that you choose to elevate or demote.’

‘Framing your plan- even if it changes over time- is a useful step to thinking through how you will accomplish critical objectives. … An effective plan not only considers what you must accomplish at work, but also what you want to personally accomplish and do.’

‘Sponsorship is an essential responsibility of C-suite leaders. … Successful sponsorship often requires focus, planning, commitments, and communications to generate a tangible impact.’

‘Time, talent, relationships, and transformation are the four pillars of effective transitions.’

‘During transitions, incoming leaders must effectively gauge the prevailing corporate culture.’

‘For incoming executives, the pathway to improving company performance can entail significant change initiatives. … A starting point to improve the odds of success is to systematically anticipate and prioritize the risks that are most likely to impede the realization of the project.’

‘Focusing on constraints, uncertainties, disruption, scaling- and halting activities that are no longer impactful- can help transitioning executives swiftly make choices that can frame opportunities for transformation that drives a meaningful boost in performance.’

‘Careful due diligence of leadership’s working style before taking on a new role can help executives avoid dysfunctional environments.’

‘Incoming executives are usually hired to improve performance and drive change. Delivering this change may require the consent and support of other key executives. Exercising influence to build support for change may range from initiating conversations that leverage likeability, to trading influence currencies, to aligning stakeholder commitments and actions to your projects.’

‘Working through the communication cascade early in the transition with a specialist can help you clarify your asks of them.’

‘Incoming executives must establish effective stakeholder relationships.’

Source:

Ajit Kambil (2023). The Leadership Accelerator: The Playbook for Transitioning into Your New Executive Role

Energizing Your People For Results

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

‘Rather than trying to get more out of people, organizations are better served by investing more in them and meeting their multidimensional needs in order to fuel greater engagement and more sustainable high performance.’

‘Awareness is the key to recognizing the consequences of the choices we’re making and their impact on others.’

‘Learning to observe our feelings as they arise, rather than simply acting them out, allows us to make more reflective, intentional choices about how we want to show up in the world.’

‘We must embrace the opposites. By celebrating one set of qualities and undervaluing another- courage or prudence, confidence or humility, tenacity or flexibility- we lose access to essential dimensions of ourselves and others.’

‘We’re most effective at work when we alternate between active forms of renewal, such as exercise and play, and more passive forms, such as meditation, napping, and sleep.’

‘Deeply held values define the person you aspire to be.’

‘The key to effective renewal is not how we do it but how well we do it. As with any other capacity, we get better at effectively renewing by practicing it more systematically.’

‘We can develop the capacity to influence the stories we tell ourselves, so that they empower rather than undermine us.’

‘Leaders who default to negative emotions to motivate others may get short-term performance they’re seeking, but the costs over time are high.’

‘The most effective leaders are those who regularly recognize and show appreciation for the real accomplishments of their people.’

‘Organizations that set aside separate spaces for creative thinking make a statement about the priority they’ve accorded innovation.’

Source:

Tony Schwartz (2010). The Way We’re Working Isn’t Working: The Four Forgotten Needs that Energize Great Performance