Managers vs. leaders

Most managers address the bad boss problem by getting out of the subordinate role as quickly as possible and, by improving their own leadership skills, becoming a good boss.

Incompetence can also be seen on how subordinates deal with their bosses.

Workers feel anxious on how their bosses think about them. Should I correct my boss? Does he think of me as a competitor? Am I capable enough? Should I take an action?

Of course, everyone would think of those question before making a move. But a wise subordinate know can recognize that a boss does not know what he needs and the best thing to do is address their suggestions to the boss. Why? Because the boss is the one with the greater power to act.

Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.

An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.

Companies face a challenge when it comes to planning the program's curriculum.  Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing. 

The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.

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.

An authentic leader inspires trust and loyalty in employees and has the ability to influence others and contribute to an organization's success. And all that can be learned and assessed.

Critics believe that authentic leadership can promote rigidity in those who use it as an excuse for not evolving their ideas following new challenges, experiences and insights.

Critics also say that authentic leadership's belief in presenting one's true self, and not a persona, can prevent someone from being an effective leader. 

Good leadership doesn't happen without trust.

Trusting leadership behaviors great companies are known for:

• Create transparency
• Confront reality
• Practice accountability
• Talk straight
• Right wrongs

Good leaders are willing to listen to feedback.

A leader who listens is open and accountable: he can filter out criticism or drama and find the facts in order to respond appropriately. 

We seem to want leaders who are charming and entertaining, but a stand-up comedian is not the same as an effective leader.

The best leaders are humble rather than charismatic, to the point of being boring.

We've always admired famous people, but our admiration for people who admire themselves is on the rise. But true leaders keep their narcissism in check.

Popular advice focuses on loving yourself above all else. And this creates leaders who are unaware of their limitations. They see leadership as an entitlement. 

Challenge: Expose Biases too hidden to be seen.

Innovation: An identity survey with easily visible results.

Lesson: More than one social identity is examined at the same time and allows becoming aware of issues related to diversity and privilege.

• Do not overestimate your own competency. Life experience alone is not enough to become a diversity expert.
• Broaden students’ perspective on privilege. A broad spectrum of topics that can reveal differences.

• Demonstrate authenticity — and grace. Making cultural faux pas is an opportunity for teaching and showing grace.

• Focus on solutions.  Awareness encourages motivation toward solutions.

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.

Sometimes a teammate needs a warm hug. Sometimes the team needs a visionary, a new style of coaching, someone to lead the way or even, on occasion, a kick in the bike shorts. 

For that reason, great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job.

1. Pacesetting leader - “Do as I do, now”: expects and models excellence and self-direction. 
2. Authoritative leader - “Come with me”: mobilizes the team toward a common vision.
3. Affiliative leader - “People come first”:  works to create emotional bonds that bring a feeling of belonging.
4. Coaching leader - "Try this": develops people for the future.
5. Coercive leader - “Do what I tell you”: demands immediate compliance.
6. Democratic leader - “What do you think?": builds consensus through participation.