Executive Summary Surveys show that less than half of respondents say they agree or strongly agree that their leaders are inspiring. Even fewer feel that their leaders foster engagement or commitment and model the culture and values of the corporation. But real breakthroughs in performance come from employees who feel inspired by their leaders and their organizations.
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.
Business coaching has gone from fad to fundamental. Leaders and organizations have come to understand how valuable it can be, and they're adding "the ability to coach and develop others" to the ever-growing list of skills they require in all their managers. In theory, this means more employee development, more efficiently conducted.
Executive Summary While corporate transformations are almost universally assumed to be top-down processes, in reality, middle managers, and first-line supervisors can make significant change when they have the right mindset. Dr. Tadataka Yamada was one of dozens of executives the authors spoke to over the last several years to learn how one can succeed in making positive change in large organizations.
Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.
The skills that are built, eventually operate in different areas, sometimes in unplanned and unanticipated situations.