Leaders need to be forceful--to assert themselves and their capabilities and to push others to perform. Leaders also need to be enabling--to tap into and bring out the capabilities of others. The problem is that many executives see forceful leadership and enabling leadership as mutually exclusive, or strongly prefer one or the other, and therefore lack the versatility to be truly effective. This publication explains how executives can overcome the emotional barriers to expanding their skill sets in one direction or the other.
Leaders need to be forceful-to assert themselves and their capabilities and to push others to perform. Leaders also need to be enabling-to tap into and bring out the capabilities of others. The problem is that many executives see forceful leadership and enabling leadership as mutually exclusive, or strongly prefer one or the other, and therefore lack the versatility to be truly effective. This publication explains how executives can overcome the emotional barriers to expanding their skill sets in one direction or the other.
This report describes a process of development in which managers move beyond addressing shortcomings and are encouraged to recognize and internalize their strengths. The document begins with the idea that the failure to recognize one's strengths is at the root of many performance problems. It describes the difficulty in getting managers to recognize their attributes, and it offers some of the benefits to be gained from helping managers internalize these attributes. The text is divided into four sections. The first part focuses on how the failure to recognize strengths affects executive performance, such as when executives respond to a perceived lack of talent by trying too hard. The next section explores why talking to executives about their strengths can be difficult and their discomfiture with praise due to an aversion to arrogance and complacency, and how the pressure they feel to keep up the good work. The report shows how energy is freed up when a manager's strengths are internalized, and it outlines five principles for helping executives use strengths for development: (1) do not let them take the strengths for granted; (2) engage them in potent self-reflection; (3) concentrate the messages and distill the data; (4) get personally involved; and (5) stay involved. (RJM)
The conference proceedings contain the following papers: "Hard Organizational Development" (Anthony); "Positive Impact of Humor in the Workplace or TQM (Total Quality Mirth) in Organizations" (Collier); "Introducing the Integrated Programme for the Creative Training of Leaders" (Diaz-Carrera); "Vision of Quality versus the Quality Vision" (Green); "Flying High" (Musselwhite); "COMM=Unity" (Rose); "Seven Levels of Change Model" (Smith); "Creative Community Development" (Chwedorowicz); "Managing Diversity in Communication and Problem Solving with Effective Levels of Abstraction" (Murdock); "Entrepreneurs" (Rosenfeld et al.); "Learnings from Selection" (Tassoul); "Fire This Time" (Barnes); "Creating Breakthroughs in Organizations" (Collier); "Process Explorations with Cyberquest" (Dickey, DiDomizio); "Hypermedia System for Discovery and Innovation Support" (Dickey et al.); "Teaching Creativity by Distance Learning Methods" (Jones); "Change as a Creative Catalyst" (Miguez); "Learning to Create Shared Vision" (Musselwhite, De Ciantis); "'What I Tell Two Times Is True'" (Cimino); "Touchstone" (De Ciantis); "Art and Discipline of Debriefing" (Lunken); "Leadership Development Theory and a Model for Intervention in the Development of Leaders" (Palus, Drath); "Risk-taking and Innovation Performance" (Prather); "Work Environment Differences between High Creativity and Low Creativity Projects" (Amabile et al.); "Discovering the Unseen Leader" (Burkhart, Horth); "Introducing a Creativity Improvement Program for the Federal Express I.S. Organization" (Couger et al.);"Creativity in Project Work" (Ekvall); "MBTI [Myers-Briggs Type Indicator] and KAI [Kirton Adaption-Innovation Inventory] Bias on Creativity Courses" (Henry); "Inquiry into Cross-cultural Creativity Training" (Isaksen, Dorval); "Dynamic Nature of Creative Problem Solving" (Isaksen et al.); "Profiling Creativity" (Isaksen, Puccio); "New Insights into Different Styles of Creativity" (Jones); "Managing Creative People at Work" (McWhinney); "World of Ideas" (Morgan); "Bridging Theory and Practice" (Murdock et al.); "Critical Thinking" (Novelli, Taylor); "Creating Together" (Possne); "Relationship between the KAI and the MBTI Creativity Index" (Taylor); "Creativity East and West" (Wonder); "Creativity Research at the Delft Institute of Technology" (Buijs, Nauta); "On Becoming a Facilitator" (Buijs, Nauta); "Innovation in the U.S. Military" (Clauson); "Creating an Innovation Course in a Large Corporation" (Jimenez); "Promoting Targeted Innovation in Japan through R&D [Research and Development] Division Liaison between Different Industries" (Kurebayashi); "Developing Creativity in Japanese Companies" (Nakazono); and "Innovative and Creative Change" (Tanner). (KC)
Use data, technology, and inbound selling to build a remarkable team and accelerate sales The Sales Acceleration Formula provides a scalable, predictable approach to growing revenue and building a winning sales team. Everyone wants to build the next $100 million business and author Mark Roberge has actually done it using a unique methodology that he shares with his readers. As an MIT alum with an engineering background, Roberge challenged the conventional methods of scaling sales utilizing the metrics-driven, process-oriented lens through which he was trained to see the world. In this book, he reveals his formulas for success. Readers will learn how to apply data, technology, and inbound selling to every aspect of accelerating sales, including hiring, training, managing, and generating demand. As SVP of Worldwide Sales and Services for software company HubSpot, Mark led hundreds of his employees to the acquisition and retention of the company's first 10,000 customers across more than 60 countries. This book outlines his approach and provides an action plan for others to replicate his success, including the following key elements: Hire the same successful salesperson every time — The Sales Hiring Formula Train every salesperson in the same manner — The Sales Training Formula Hold salespeople accountable to the same sales process — The Sales Management Formula Provide salespeople with the same quality and quantity of leads every month — The Demand Generation Formula Leverage technology to enable better buying for customers and faster selling for salespeople Business owners, sales executives, and investors are all looking to turn their brilliant ideas into the next $100 million revenue business. Often, the biggest challenge they face is the task of scaling sales. They crave a blueprint for success, but fail to find it because sales has traditionally been referred to as an art form, rather than a science. You can't major in sales in college. Many people question whether sales can even be taught. Executives and entrepreneurs are often left feeling helpless and hopeless. The Sales Acceleration Formula completely alters this paradigm. In today's digital world, in which every action is logged and masses of data sit at our fingertips, building a sales team no longer needs to be an art form. There is a process. Sales can be predictable. A formula does exist.
Coaching is vital to developing talent in organizations, and it is an essential capability of effective leaders. The CCL Handbook of Coaching is based on a philosophy of leadership development that the Center for Creative Leadership has honed over thirty years with rigorous research and with long, rich experience in the practice of leadership coaching. The book uses a coaching framework to give a compass to leaders who are called to coach as a means of building sustainability and boosting performance in their organizations. The book explores the special considerations that leader coaches need to account for when coaching across differences and in special circumstances, describes advanced coaching techniques, and examines the systemic issues that arise when coaching moves from a one-to-one relationship to a developmental culture that embraces entire organizations.
Managing in a multicultural setting can be very challenging. Culture strongly influences how people behave and how they understand the behavior of others, and cultures vary in the behaviors they find proper and acceptable. This report--which integrates work done by experts in the fields of anthropology, cross-cultural psychology, and international business management with CCL's perspective on how executives learn from experience--describes the cultural values, often unconsciously held, that underlie work in the U.S. and provides managers in the U.S. with a structured way of learning about the value preferences of people from other cultures. Examples drawn from workplaces around the world aid in applying the framework.
Workplaces where the focus is on innovation, teamwork and learning have become a reality, thanks to a simple, practical, and effective approach called CAL: Codevelopement Action Learning. This book will help you to create a collaborative and empowering culture in your organization. The CAL method, tools, and theoretical foundations for each component are presented in detail here. Real case studies and research findings on the tangible benefits and impacts of the approach enrich its content. Authored by a dynamic team of CAL business coaches and academics, the knowledge is shared in a straightforward and accessible manner. Business leaders, entrepreneurs, human resources and learning professionals, coaches, facilitators, scholar practitioners, and more will welcome this book’s thought-provoking guidance to co-create solutions, accelerate goals, and grow capabilities for the 21st century.
In this groundbreaking new book, Bob Kaplan and Rob Kaiser introduce an innovative approach to identifying and correcting lopsidedness in leaders. You will discover how to make optimal use of your strengths and avoid getting trapped in a one-dimensional mindset that results in ?too much of a good thing.? Based on twenty years of research and extensive work with senior leaders, The Versatile Leader is packed with illustrative cases and practical applications. The book is equally useful for self-improvement and for coaching other managers.
