Deliberative and Implemental Mindsets

• Work together, complement each other, and function as a team.
• Able to operate on and enable environments that are more dynamic, team-centric, and connected.
• Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
• Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
• Understand how different business functions, industries, and technologies come together to form solutions.
• Comfortable and competent with risk-taking.

Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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.

• You only need centeredness: a state of mindfulness that enables leaders to remain calm under stress, empathize, listen deeply, and remain present.
• Your key strength has to match how your organization creates value.
• You have to behave differently if you want your employees to do so.

The best leaders with the most impact almost always use six classic fundamental practices:

• Uniting people around an exciting, aspirational vision;
• Building a strategy for achieving the vision by making choices about what to do and what not to do;
• Drawing and developing the best possible talent to implement the strategy;
• Relentlessly focusing on results in the context of the strategy;
• Creating ongoing innovation that will help reinvent the vision and strategy;
• Growing yourself so that you can most effectively lead others.

• Building the relationship. It's easier to learn from someone you trust.
• Providing assessment. Where they are now where they want to go. 
• Challenging thinking and assumptions.
• Supporting and encouraging employees to make progress toward their goals.
• Driving results. Helping the employee set meaningful goals and identifying the steps for meeting them.

It helps to keep an eye on the long-term benefits and roles of the future. Leaders need to be transparent and help people in their organization understand where the world is heading in the next 3 to 5 years.

There is a need to transition the company culture as the current leadership roles are no longer sufficient. This is to ensure the company will thrive in the future.

• Just like we create the right learning space for our children at home, we need to provide an atmosphere where people can tinker, learn, fail and grow.
• Failing as an adult is difficult, but is part of the unlearning process. The right environment can make employees feel motivated and empowered while having some amount of challenge and healthy conflict.

This process walks through a list of prompts in different categories, looking for things you're trying to remember and commitments you've made and gets them out onto paper.

It will help you clear your thoughts and get the distractions out of your head.

Take the time to review the coming week's schedule and organize it into large chunks of time, with tasks grouped by importance and urgency.

It will make it easier to manage your work.

• Vision: Creating a shared vision is the leadership part of servant leadership;
• Implementation: Helping people implement that vision is the servant part of servant leadership.

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.

Encouraging people to be curious generates workplace improvements.

When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.

Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.

Thus, conflicts are less heated, and groups achieve better results.

• They articulate an authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.
• They are modest about capabilities, admit mistakes, and create the space for others to contribute.
• They show awareness of personal blind spots, as well as flaws in the system.
• They demonstrate an open mindset and deep curiosity about others.
• They are attentive to others’ cultures and adapt as required.
• They empower others and focus on team cohesion.

If a leader wants to know what is the most important trait, commitment is the most critical.
For those working around a leader, the single most important trait is a leader's visible awareness of bias - a leader that constantly challenges their own bias and encourage others to note their pre-conceived leanings. Raters also care about humility and empathy.

A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.

Cultural change can be made possible even if a middle-level or lower-level manager puts together a radical vision and gathers momentum from his peers.

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.