deepstash
Beta
Deepstash brings you key ideas from the most inspiring articles like this one:
Read more efficiently
Save what inspires you
Remember anything
12
Key Ideas
Save all ideas
“Everyone thinks of changing the world, but no one thinks of changing himself.”
Leo Tolstoy
268 SAVES
444 READS
Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.
A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.
180 SAVES
238 READS
Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:
151 SAVES
190 READS
Individuals have their own beliefs, priorities, values, and fears that influence how they respond to different actions. Looking inward is then a way to examine your own modes of operating to learn what makes you behave in a certain way.
Those who seek to lead effectively should look at their internal experiences because it will direct how they take action, whether they are aware of it or not.
170 SAVES
184 READS
There are two dimensions of looking inward that lead to self-understanding.
170 SAVES
208 READS
State awareness is more than just "a state of mind." It involves the perception of a wide range of inner experiences in the present moment and the impact on your behavior.
Many senior executives know that they show negative behavior under pressure, but are not aware that they continue that behavior until well after they've started to do so.
139 SAVES
161 READS
Learning to look inward in the process of organizational transformation helps individuals to align what they intend with what they actually say and do, to influence others. This is known as the performance gap.
This kind of learning awakens the full leader within you. It expands your capacity to lead human change and deliver a real impact.
146 SAVES
148 READS
It is not enough to use various assessment tools, because we all possess the full range of qualities these assessments identify to varying degrees. You need a more nuanced approach that recognizes your inner complexity. Some questions would include:
143 SAVES
141 READS
Map the Big Four. The Big Four can be thought of as an internal leadership team that occupies an internal executive suite:
Your ability to use the right inner executive at the right time for the right purpose will make you able to harness its specific strengths and skills to meet a situation.
165 SAVES
173 READS
People who fail to notice when they are becoming annoyed, judgmental, or defensive in the moment are not choosing how to behave. We all need an inner "lookout."
It is critical during a period of organizational change that the senior executives collectively adopt the lookout role for the organization as a whole to allow for more effective leadership behavior.
133 SAVES
129 READS
Translate awareness into organizational change. Those open eyes will be better able to spot obstacles to organizational change.
For instance, a company becomes aware that the absence of coaching is stifling progress. When looking deeper, it is established that there is a negative bias towards coaching that prevents the use of it. Changing the prevalent element of corporate culture will ultimately lead to moving toward achieving its goals.
129 SAVES
111 READS
While dealing with resistance and fear is often necessary, it’s rarely enough to take an organization to the next level. Organizations must unlock the full potential of individuals.
It starts with learning to lead yourself. It is best done by questioning some core assumptions about yourself and the way things work. Allow the lessons learned to cascade through the organization.
134 SAVES
151 READS
SIMILAR ARTICLES & IDEAS:
9
Key Ideas
Most leaders have familiar approaches to managing time: setting goals, planning, delegating, tracking commitments, and creating to-do lists. While these approaches do help in self-organization, the...
Instead of increasing the number of productive hours, we can focus on getting the right things done in a timely way. We also need to restore and balance ourselves, our colleagues, family and environment, instead of a neurotic or pathological focus on deadlines.
Find out what's truly important to us and use the finite resource of time wisely.
Phantom workload looks like real work but results in massive unproductivity and even conflict in an organization. The pressure to meet unrealistic expectations causes a vicious cycle of further workload.
Leaders need to take a hard look at what is being avoided or not addressed. Facing difficult tasks that were 'swept under the carpet' earlier strengthens them further to make hard decisions and face difficult people and situations.
3
Key Ideas
Just as leaders who deliver only performance may do so at a cost that the organization is unwilling to bear, those who focus only on inspiration may find that they motivate the masses but a...
The leaders that inspire are those who use a personal combination of strengths to motivate individuals and teams to take on bold missions and to hold them accountable for results.
And they unlock higher performance through empowerment, not thorough command and control.
4
Key Ideas
Focuses on fast decision making, short-term goals, and the empowerment of individuals.
And it has expanded to include general leadership skills like acting on a shared vision, le...
Agile leaders are servant leaders.
It's a servant leadership model taught by The Ken Blanchard Companies, based on the belief that leadership style should be tailored to the situation.
This kind of flexibility is a key principle of agile organizations.