Stay upbeat and positive because your enthusiasm rubs off on colleagues who then want to support you to improve things. Many years — or was it eons?
All leaders needed to learn, I thought, was how to get followers to follow them! Leading people starts with leading yourself; you have to look inwards at yourself before you look outwards towards the people you work with.
The main reason for my change in viewpoint and practice is that I believe that, like every leader, you need really to know and understand yourself. For example, you need to identify:. The values that are important to you, because these influence the standards you set for yourself and other people. Your motives, assumptions and mindset, and appreciate how they affect the way you think, feel and act.
How your behaviour is likely to impact on others and how they interact with you as their leader. These occasions enable you to practise, fine-tune and hone your skills in leading people. Opportunities are lurking around every corner: for example, in team meetings, project meetings, performance and work reviews, reporting procedures, visits to customers and suppliers, informal conversations in corridors and chats with colleagues down the pub.
I take a look here specifically at meetings, to help you spot opportunities for taking the lead. The meeting started late due to people waiting for someone to arrive. The conversation drifted off the subject. Subjects or issues were discussed but no decisions were made. Every meeting in which you experience one or more of the above instances is an opportunity to show leadership by positively influencing the way your work colleagues think, feel and act in the meeting.
Take the lead in encouraging your colleagues to examine and improve the effectiveness of meetings by doing one or more of the following:. Always demonstrating good practice in meetings. Pointing out — constructively — when any of the items in the previous list occur and, if necessary, how the instance influences the effectiveness of the meeting.
Inviting colleagues at the start of the meeting to share their expecta-tions regarding how they want to work together for the meeting to be productive. Asking colleagues to review how effective the meeting was with regard to achieving the purpose or objectives of the meeting.
Give yourself permission to take the lead and seize the moment to practise honing your leadership skills. Seizing opportunities also enables you to expand your sphere of influence in your organisation.
You find out more about how to expand your sphere of influence in Chapter 7. Loads of people look to you for leadership: everyone who reports to you, your boss, your customers inside or outside your organisation , members of your project team if you have one and so on. For you to cope with the different expectations, and perhaps demands, of all these people and demonstrate great leadership you have to get a few key things clear. In this section you discover what these are and where you can find more about them in this book to enable you to work on becoming a great leader.
You need to be clear about the following:. Leading yourself means finding out about yourself and then putting your increased self-knowledge to good use. When you believe that people are generally trustworthy, you expect them to be reliable and do a good job. Be aware of your own tendencies and preferences, and their implications on your approach to leading people. Choose the appropriate approach based on your assessment of each situation including whether or not your staff have the skills and commitment to work autonomously.
Increase your self-knowledge by clarifying your values and questioning your beliefs, assumptions and so on, and use your increased knowledge to gain valuable insights into any potential implications for how you lead people. Go to Chapter 5 to discover how to clarify your values and question your assumptions, and dip into Chapter 4 to discover how developing your skills in reflecting can help you to increase your self-awareness and self-knowledge. Work through Chapter 7 to clarify the purpose of your job and your team, the objectives you want to achieve and tips for how to be a high performer through achieving your objectives.
Increasing your self-knowledge enables you to be authentic: the people who work with and for you respect you when they perceive you as being genuine, especially when you act with integrity and have a genuine interest in them. Everyone knows that you can catch and transmit bugs and germs off and to other people: I propose that you can also catch and transmit energy or enthusiasm.
Have you ever been in a group of lethargic or negative people and felt your energy draining from you, or been in the company of someone who was enthusiastic and bubbly and felt enthused or uplifted? As well as being enthused or inspired by relating to a positive enthusiastic person, people can also become enthused about an idea, purpose, objective or task that resonates with them. Such items can become so meaningful, important and worthwhile that people commit to them.
Inspiring them by being positive and enthusiastic so that your enthusiasm rubs off on team members. Discover the power of engaging leadership in Chapter 8, and how to become an engaging leader in Chapter 9. One of the biggest challenges as a leader is leading people through an organisational change such as a restructure, change in systems and so on. You may think that this reaction is unfair, especially when you have to implement changes with which you disagree!
If you get only their compliance, their performance may eventually deteriorate. Chapter 11 explains how to lead and coach people to achieve and sustain peak levels of performance. In addition, you can discover the need to develop a range of different leadership styles and how to modify your style to encourage people to change in different situations in Chapter Strive to have a big positive influence on the people you lead during periods of change because people are always looking to you, watching you and how you react to change.
I provide lots of tips on how to lead and implement change successfully, and how to be successful in sustaining such changes. Success in all organisations depends on teamwork because almost all work is now done in teams. You can test this notion yourself by thinking about whether achieving success in your job is solely dependent on you and what you do. For example, project team leaders have the particular challenges of leading team members who belong to more than one team and so have multiple commitments.
You discover how to handle this and other challenges in leading project teams in Chapter Chapter 17 describes some of the typical hurdles facing you when leading a virtual team and provides tips on how to handle these challenges. Whatever the nature of your team, make sure that you build it around the key characteristics shared by all great teams dip into Chapter 15 to discover these attributes.
Enjoy the wide range of roles you have to play — even if you find them challenging — in ensuring that your team is a high-performing one, for example:. Cheerleader: Encouraging and supporting your team to do well, and recognising success.
Facilitator: Engaging team members in meaningful conversations to enhance understanding, make decisions, build commitment and solve problems. Chapter 15 shows you how to conduct team self-assessments and engage team members in striving continually to improve performance. How you lead your senior team is crucial to how your whole organisation works as well as to the performance of the senior team itself because your senior leadership team is a role model for the entire organisation: middle managers are looking to and taking a lead from directors, and junior managers are looking to and taking a lead from middle managers.
What you pay attention to, for example, standards of behaviour, performance measures and key performance indicators. How you allocate rewards, who you promote and why. People are looking to you and taking more notice of what you do than what you say!
Demonstrate excellence to promote excellence. Chapter 18 describes helping senior managers out of this problem. The highest performing senior leadership teams in my experience also encourage and value diversity: different perspectives, ways of thinking, ideas and so on.
Team members have found out how to engage each other effectively to overcome the difficulties that may be experienced when confident, often strong, characters in the team have different views and opinions. These members recognise that becoming skilled in engaging each other improves decision-making, problem-solving, commitment to act and accountability in their team. Open navigation menu. Close suggestions Search Search. User Settings. Skip carousel. Carousel Previous.
Carousel Next. What is Scribd? Cancel anytime. Start your free 30 days Read preview. Publisher: Wiley. Released: Mar 23, ISBN: Format: Book. Do you find yourself being asked to lead others but have no idea where to start? Do you lead a team spread across different offices or even continents? In this no-nonsense guide to leadership you will find answers to crucial questions like: what is leadership?
And what style of leadership should I be using? You'll discover how to lead your friends whilst remaining their friend; how to lead change in a way that people accept and understand; when and where to draw the line; and how to reflect on your experiences to become a better and more effective leader. About the author. Related categories Skip carousel.
Search Inside Yourself Leadership Institute: www. Mindfulness for dummies 2nd ed. American Management Association. Stress Management and mindfulness in the workplace executive summary. In short, leaders are the people others look to when a decision must be made.
But you already knew that. What you may not know is what a leader isn't: He or she is not the one with all the answers, and not necessarily the one Skip to content.
Adams provides accessible and authoritative guidance for cultivating focus, clarity, and creativity from within your colleagues. She offers useful tips you can incorporate in your company to improve decision-making and communication skills, manage workday challenges, and much more. Mindfulness at Work For Dummies provides essential guidance for employees at all levels of an organization who are seeking more focus and clarity in their work.
It explains how mindfulness can help employers wishing to implement mindful practices into the workplace, and provides leaders and mentors within an organization with the tools they need to become more effective leaders and coaches. The audio download contains guided mindfulness exercises and meditations suited to workplace scenarios, a core feature of mindfulness programmes.
Mindfulness at Work For Dummies includes: An introduction to mindfulness, and how it can help improve working behaviour An explanation of how the brain retains new mindful working patterns… with a bit of practice! Useful tips on incorporating mindfulness into your working day How organisations can benefit from implementing mindful approaches to work Guidance for leaders on how mindfulness can help develop their leadership qualities.
You'll discover the key concepts of mindfulness and quickly grasp how its implementation in the workplace is a win-win for you, your team and your organisation as a whole. Innovative companies like Google have made mindfulness in the workplace a hot topic—and for good reason. Mindfulness can be hugely beneficial on a personal level, as it has been proven to enhance one's effectiveness and ability to live in the present moment. These skills and techniques are equally valuable in the workplace, leading to improved working behaviour and better team building.
Provides an introduction to mindfulness and how it can help improve your working behaviour Offers useful tips on incorporating mindfulness into your working day Demonstrates how organisations can benefit from implementing mindful approaches to work If you're a self-motivated and open-minded business professional looking to expand your knowledge base and effectiveness in the workplace, Mindfulness at Work Essentials For Dummies will help you implement the practice of mindfulness at work — and become a better leader, mentor or coach.
Buller, Ph. Improve your leadership skills and bring out the best in the people you lead People may join organisations, but they stay because of good leaders. Find out how inspiring and bringing out the best in the people you lead helps you fulfil your organisation's visions and key priorities.
Leadership For Dummies, Australian and New Zealand Edition, quickly gets you up to speed on the latest leadership theories, providing practical strategies and surefire techniques to ensure you and your followers are working in the same direction. Discover how to: Determine the right leadership style for the situation and your team Understand the mindsets you need to lead Articulate a vision and create a team purpose Communicate like a leader Manage expectations and achieve your goals.
They have high levels of engagement, generate higher earnings, and are more profitable by having an inclusive, multi-tiered strategy. With many Baby Boomers edging toward retirement, the largest generation in history, the Millennials, will be taking over the reins and stepping into leadership roles.
Mindfulness at Work For Dummies includes: An introduction to mindfulness, and how it can help improve working behaviour An explanation of how the brain retains new mindful working patterns So what is the reality?
And how can this one thing have such a dramatic impact on so many people, in so many areas of their lives? This book aims to demystify the confusions that often get in the way of mindfulness training, and help readers get to grip with it in a way they can put to optimal use in their daily lives. After an insightful introduction about why the subject of mindfulness is so worth exploring, each chapter then addresses a key question: What does mindfulness really mean and what are its benefits?
Where does it come from and how has it developed through the years? How can I get the most from it? What are the key tools to develop it? And finally, what are the future possibilities for society as a whole with mindfulness?
As such, this book brings readers on an exploratory journey through the fascinating world of mindfulness, giving us a deeper understanding of what it means to live mindfully, revealing the depth of its capacity to enhance our everyday lives, and in turn helping us lead more connected, aware and contented lives. How can you escape this continual negative feedback loop? Mindfulness is the answer.
Practiced by millions of people worldwide, mindfulness puts you back in a healthy relationship with yourself by teaching techniques that allow you to maintain a moment-by-moment awareness of your thoughts, feelings, and environment.
Clear your mind of distracting thoughts Focus on breathing and other self-control techniques Change the wiring and makeup of your brain Free yourself from the stress With this expert, easy-to-follow guide, there's never been a better time to get to grips with mindfulness and the many ways it can help you lead a happier, healthier life. Learn new skills and increase your visibility as a leader in your company with the help of this practical, hands-on guide to professional development.
You'll find new techniques for being a better leader, tips for writing better emails, rules for running more effective meetings, and much more. Plus, you'll discover how to give presentations that will keep your audience engaged and learn to be a more mindful person. Combined from seven of the best For Dummies books on career development topics, Career Development All-in-One For Dummies is your one-stop guide to taking control of your career and improving your professional life.
Perfect on its own or as part of a formal development program, it gives you everything you need to advance your career. Become a better leader Manage your time wisely Write effective business communications Manage projects more effectively Success is an individual responsibility—so put your professional future in your own hands with this guide!
No matter your job, role, rank, or function, if you want to get things done you need to know how to influence up, down, across, and outside the organization. Increasing Your Influence at Work All-in-One For Dummies shows you how to contribute more fully to important decisions, resolve conflicts more easily, lead and manage more effectively, and much more. Plus, you'll discover how to develop the most important attributes necessary for influence—trustworthiness, reliability, and assertiveness—and find out how to move beyond.
Includes easy-to-apply information for influencing managers, peers, and subordinates Shows you how to build trust with your co-workers and cultivate reliability through consistency and being personal Illustrates how influencing others in the office helps you enjoy a greater measure of control over your work life Helps you advance your career more rapidly than others No matter who you are, where you work, or what your professional goals are, achieving more influence in the workplace is critical for success.
The counterintuitive approach to achieving your true potential, heralded by the Harvard Business Review as a groundbreaking idea of the year. The path to personal and professional fulfillment is rarely straight. What separates those who master these challenges and those who get derailed? The answer is agility—emotional agility. Renowned psychologist Susan David developed this concept after studying emotions, happiness, and achievement for more than twenty years.
She found that no matter how intelligent or creative people are, or what type of personality they have, it is how they navigate their inner world—their thoughts, feelings, and self-talk—that ultimately determines how successful they will become.
The way we respond to these internal experiences drives our actions, careers, relationships, happiness, health—everything that matters in our lives. As humans, we are all prone to common hooks—things like self-doubt, shame, sadness, fear, or anger—that can too easily steer us in the wrong direction. Emotionally agile people are not immune to stresses and setbacks. The key difference is that they know how to adapt, aligning their actions with their values and making small but powerful changes that lead to a lifetime of growth.
Drawing on her deep research, decades of international consulting, and her own experience overcoming adversity after losing her father at a young age, David shows how anyone can thrive in an uncertain world by becoming more emotionally agile.
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