Here are pics from this workshop of 2 days covering two separate groups of leaders of a manpower outsourcing organization. In this particular workshop, the focus was on the topics of Risk Management, Decision Making, and their relation to delivering Customer Experience. We also covered a few tools for innovation including SCAMPER.
This was another workshop customized as part of the Leadership Learning Journey for this group of enthusiastic learners.
Here are the pics from Batch One
Batch two pics:
I had a lot of fun and learning while designing these workshops ensuring that they positively and curiously engaged with the content and each other.
Contact me on +919820155778 if you want to conduct similar leadership journeys for your leaders.
Here are some captures from a recent workshop on stakeholder management for two batches of leaders held over two days.
We covered topics related to identifying and managing stakeholders, particularly on building trust, influencing and negotiating with them. Role plays and exercises for reflection formed a critical part of this workshop.
Batch 1 pics
Identified and explored the skills of a successful negotiator
Here are some glimpses of Workshop on Leadership Quotient - Emotional Intelligence conducted for the leaders of a Mumbai-based large organization.
There were 2 days of two separate batches of leaders, and let me say that the enthusiasm and curiosity of the participants in both batches really made the learnings more powerful.
We covered how Emotional Intelligence affects the leader's ability to build relationships with their team members and their peers, in addition to naming emotions, and what goes on in the brain. The participants also went through a facilitated process on how to create positive emotions at the workplace.
Do connect with me on +919820155778 for conducting leadership workshops for your organizaion.
I just saw this video today, and was struck by the candidness of the speaker Malcolm Gladwell. He talks about what he got wrong in his book, The Tipping Point.
Here are some of my reflections (in no order of importance) on this video:
"This is what happened" - The way the world works is not as certain as it is in one's mind.
An outstanding and thought-provoking line - "This is what I believe happened now".
The ability to admit to yourself that you are or were wrong is critical for your growth.
The ability to admit that you are are or were wrong to a public audience where you are being recorded for the world to see, is priceless.
The willingness to be held accountable for errors in your work, make you an outstanding colleague or leader.
While it's easier to say than do completely, we should do our best
What would the world be like if all influencers, particularly those in positions of power, would willingly admit their errors and work towards rectifying them? Wishful thinking, I know.
Journalists and writers need to be more accountable for the content they put out.
What would make a person (at any level) more accountable?
As a coach, how can we encourage such authenticity in our clients?
What thoughts come up for you as you watched the video? What would you like to add to this list.
I'd love to have your points of view.
If you as a leader or influencer, have been sparring with some of these thoughts and questions for a while, and want to have a Strengths-coach as your sounding board, click this link to set up a pro-bono 30 minute Zoom call at a convenient time.
If the time slots don't work for you, please write to me personally on ryanbbarretto@hotmail.com and we will decide on a mutually convenient time slot.
Few people would deny the impact of well-being on the benefit of the organization. This approach tends to get pushed to the back burner for short-term gains (shareholder value?) over the long term growth and survival of the organization, especially when there are leaders or managers with a high need for controlling people and aggressive competitiveness. Hybrid or remote workplaces have only accelerated these tensions, which then negatively impacts well-being, and the progress of the organization.
With the above in mind, this article asks an extremely pertinent question, which is it's title.
From the article - "We need to reset the employer/employee relationship. We need to establish clear and fair principles for working in a remote or hybrid world. In a way which sets reasonable expectations for all parties and holds employers and employees to account."
I think the ability to leverage the employees's #strengths in their work will provide huge dividends to the organization and employees.
How much honesty is enough / needed? = how much authenticity is required for different relationships?
If we are told that being authentic is essential to building trust with others, then how much do we reveal of ourselves while being authentic in our relationships with them.
Here's an interesting Ted Talk on authenticity and leadership from psychopaths.
While the similarities to leadership are intriguing, the speaker raises critical points about how much authenticity is required for us in our relationships.
Who do you consider to be a leader worth admiring? By admire I mean that you are so impressed by them (vision, accomplishments, style, etc) that you celebrate them, become their fan and would like to adopt some of their behaviours into your life.
So... Gandhi? Hitler? Churchill? Your neighbourhood businessman? A preacher / priest? A film actor? A family member? A friend? Well, that's your choice.
Now, consider this Ted Talk by Martin Gutmann (the trigger for this short article) that tries to understand this by asking if, by actually celebrating the wrong leaders, we are thereby creating an aspiration to become what might actually be an ineffective leader? If so, what could be the repercussions (on self / team / organization / society) when we celebrate the only shiny (media / social media) side of leadership?
There's a lot of food for thought in this video. For me, one of the most provoking ideas was about what are the measures by which we tend to judge leaders. Or rather, which measures are most appropriate to evaluate leaders?
This further reminded me of discussions I have had during my corporate days while hiring candidates at any level or promoting employees. Practically everyone at the discussion had a different criterion preference when evaluating the person, and it would frequently take us time to understand the other person's perspective when we didn't understand and disagreed with the evaluation.
Things moved forward only when we shared our perspective on the factors we looked at when evaluating the candidate.
And the two final thoughts that struck me from this video:
Is there a leader authentic enough to be worth admiring, particularly when we look at the current behaviours of some of the world's politicians and business leaders?
How do I leverage my strengths to become a leader authentic enough to be admired?
Here's a super read on something #managers and #leaders tend to take for granted viz. #delegation
It lays emphasis on the how and what to communicate in clear terms, which tends to get missed out due to the fast pace of the corporate world.
From the article: "the “ask” is a conversation where both parties co-create agreements on
follow-up, milestones, key metrics, and so forth. This should be a
conversation, but it should be a conversation where you, the leader,
have gained clarity in your mind about what you are asking others to do."
Ethics and leadership are regularly discussed together, especially over the past decade or so. Corporate scams that have led to C-suite leaders facing jail time are in the news often.
One often wonders what if any ethics were considered and why ethics were not followed by those leaders.
Here's a superb and practical article on how to develop #ethicalleadership.
I love the questions for self-inquiry provided in it.
From the article: "It’s important to remember that whatever we think, say or do has consequences on ourselves and others – however small our actions are."
Photo by Wallace Chuck from Pexels: https://www.pexels.com/photo/wooden-chair-in-dark-room-3842213/
From the article - "The world is not black and white, and the really good CEOs will need to draw on curiosity and conviction to navigate this,”
For me - more than traits, these are actually things that the future #leader must do pretty much daily, irrespective of their level in the organization. So a lot of skill will have to go into delivering on these areas.
By the way - it wouldn't hurt individuals and aspiring leaders to adopt these traits as early as possible.
#leaders and #managers are often reminded that they should continuously #listen to their #teams . This has lead to team meets, skip level meetings and one-on-one meetings, which of course, consumes loads of time.
This interesting article shows how a consulting organization actually leveraged #analytics and #technology to do this. I wish they provided some inputs about the impact of their amazing and massive effort.
From this excellently detailed article : "Feedback is not the reality but rather an opinion."
(This line has been in my head for the past 2 days - I would add the words "... opinion as per personal / societal norms")
Strangely, most organizations (people) are interested in giving feedback,
instead of receiving feedback. Yet, as a trainer I find that this is
not a topic of high priority for organization learning, even they are
quite aware of the benefits.
Photo by Marta Nogueira: https://www.pexels.com/photo/
pink-and-blue-background-divided-diagonally-with-two-matching-colored-pencils-placed-
on-opposite-colors-top-down-view-flat-lay-with-empty-space-for-text-17151677/
If you are human, cognitive bias comes with the territory. You cannot beat it, but you can fight against it. In a new white paper,
we explain why it is particularly important for organizational leaders
to understand and check their cognitive biases, especially when making
critical decisions.
Cognitive biases present a serious risk to organizational leaders who
bear any responsibility for high-level decision-making. Educating
yourself and your team on these five common mental traps will help you
neutralize them for improved decision-making, team dynamics, and
workplace culture.
For a lot of managers and leaders, giving feedback is a challenge because they don't really know how to, haven't been through positive feedback experiences themselves, or just don't like to be the bearer of "bad" news.
Here are #practicaltips on how to deliver #feedback that lasts. FYI - the Sandwich method isn't one of them.
#practicaltips on how to deliver #feedback that lasts. FYI - the Sandwich method isn't one of them.
