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Self Awareness and the Effective Leader |
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"Although it is probably one of the least discussed leadership competencies, self-awareness is possibly one of the most valuable. Self-awareness is being conscious of what you're good at while acknowledging what you still have yet to learn. This includes admitting when you don't have the answer and owning up to mistakes."
So begins an article by Chris Musslewhite from Inc.com. It's a great topic, partly because its discussed so little in the business literature, but mostly becuase its so incredibly crucial to your success.
He goes on to write:
"On an interpersonal level, self-awareness of your strengths and weaknesses can net you the trust of others and increase your credibility -- both of which will increase your leadership effectiveness.
On an organizational level, the benefits are even greater. When you acknowledge what you have yet to learn, you're modeling that in your organization it's okay to admit you don't have all the answers, to make mistakes and most importantly, to ask for help. These are all characteristics of an organization that is constantly learning and springboards to innovation and agility -- two hallmarks of high performing organizations."
You can read the entire article here: http://www.inc.com/ - then give us a call... because this is what we do.
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Hat Heads vs. Bed Heads |
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Polos versus Doc Martens. Peet’s versus Starbucks. Hat Heads versus Bed Heads. Every project and every office has multiple personality types. How you work with them and how you manage the rationale of decisions and feedback is crucial to your success. By applying the right relationship management techniques, you can calm tension, communicate more easily, run your projects more efficiently—and you might get additional work since the relationship with the client will be strong from beginning to end. This is the introduction from an excellent article over at, of all places, A List Apart (a geeky web designer's site). |
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Dell, Home Depot and others beef up their training |
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From CareerJournal.com In January, Dell Inc. sent factory supervisor Julie Figlar for her first bout of specialized management training. For five days at a Nashville hotel, she and 17 other front-line supervisors practiced how to give feedback to workers, resolve conflicts and other skills. It is more than many companies do for the managers who are at the front lines supervising workers. Traditionally, these supervisors learn how to manage on the job, mostly by trial and error, with little formal instruction in people skills. Big companies offer more training in information technology than in management skills, according to the American Society for Training and Development. As a result, many new managers struggle with asserting authority, communicating with workers and delegating responsibility. Now, some companies, including Dell and Home Depot Inc., are stepping up formal manager training. The moves come as many firms seek to better motivate and engage workers in an increasingly global and fast-paced environment. Read the rest of the article at CareerJournal.com - it's why we do what we do. |
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Emotions count more than Intelligence |
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According to a recent article at Inc.com
The way you respond to your boss's tirades or a stubborn co-worker may say more about your capacity to succeed in the workplace than cognitive intelligence, new research shows.
An employee's ability to effectively identify, interpret, and react to colleagues' emotions as well as their own determines their emotional intelligence, or EQ, which experts consider a key factor in professional success."
The article, by Tamara Schweitzer, highlights an issue long-ignored in the corporate boardroom where hard-charging, "win at all costs" CEO's reign like kings. Those days are gone... probably for good.
While the desire to win still reigns, the process is changing. Companies shouldn't be looking for a "savior", they should be growing what Jim Collins calls "Level 5 Leadership." A significant characteristic of this style of leadership is emotional intelligence.
In addition to good interpersonal skills, employees with high emotional intelligence are successful at adapting to change, maintaining a positive mood, and empathizing with others. "It's hard to be a really good leader without high emotional intelligence," Steven Stein a psychologist and CEO at Multi-Health Systems said.
So, how's your EQ? Are you aware of your own stress factors well enough to avoid embarrassing encounters with co-workers or your boss?
We can help. The VanDerbeck Group utilizes the Birkman Method which is uniquely positioned to address your EQ. If you've ever "lost it" with a staff member, or found you lacked the emotional strength to do the right thing in a situation, we're here for you. Give us a call or contact us via this website.
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Interview with Jeffrey Pfeffer |
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I have enjoyed reading Guy Kawasaki's blog over the past several weeks.
In today's installment, he offers a fictional interview the Jeffrey
Pfeffer based on his new book, "What Were They Thinking?:
Unconventional Wisdom About Management"
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Leadership Development 
