‘How Great Leaders Build Unstoppable Teams’

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Great leaders build great teams. Great teams are great because their leaders are great. They are treated with love and respect. They have a vision. They know what they are doing. And they create a space for their people to grow.

Great leaders are willing to challenge their own beliefs. They are willing to prove to themselves, through earnest experimentation and adequate repetition, whether something works or not.’

‘Great leaders align their company vision with their employees’ personal vision.’

Great leaders define the tasks for each role first, and then find the best person to fill that role.’

Great leaders identify the few qualities and qualifications that will have the greatest impact in a role and find someone with those attributes.’

Great leaders look beyond what a candidate has done in the past and ask, ‘What can the person do in the future?’

‘Great leaders ask their team to express and document their dreams, however simple, and then guides them in achieving it.’

Great leaders keep their bench full so they can streamline the recruiting process and fill roles faster.’

‘Great leaders confirm that candidates have the skills they need through demonstrations and testing.’

Great leaders know there must be an expected return on their investment, since it is the only way the business can ensure it earns more than it spends.’

Great leaders consider their employees’ safety as times and technology evolve, and when making any new business decision.’

Great leaders give their team control over what to do and how to do it and hold them to their standard.’

Great leaders intentionally create bonding experiences that come from quality and quantity time. The goal is simple: build collective stories among the team.’

Source

Mike Michalowicz (2024). All In: How Great Leaders Build Unstoppable Teams

Leading Inclusion: How To Get It Right

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‘Business leaders can help eliminate race-based workplace disparities by listening to and connecting with employees of all races.’

It is difficult to build and lead an inclusive organization without first understanding the experiences of those who have been traditionally excluded.

‘You must create and maintain an environment in which traditionally underrepresented groups do not face systemic hindrances and are unequivocably safe to voice the injustices they experience.’

‘To understand how to enhance the experiences of employees from traditionally underrepresented groups, leaders must connect with all employees.’

‘Although it is vital to address both interpersonal and systemic bias in organizations, focusing on the systemic bias will have a faster and more scalable impact.’

Leaders must recognize and fix their own implicit biases.’

To really understand employee experience, understand how managers behave.’

‘Employees who are subordinated and waiting for systemic change know that disproportionately focusing on ‘the money’ only perpetuates the very problem that needs to be solved.

Your executive team members can make or break your efforts to build an inclusive culture.’

Multicultural competency should be an essential leadership expectation, like financial and marketing acumen.’

Source

Gena Cox (2022). Leading Inclusion: Drive Change Your Employees Can See and Feel