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Career

55 STASHED IDEAS

Confident Leaders

By allowing your people to flamboyantly display their differences you show other people that you are:

  1. Not afraid of letting other people's capabilities and talents grow; and
  2. You are confident in yourself, enough, to not be threatened by other people succeeding.

As leaders, producing leaders from a group is a great achievement and an honor to have. It means that we are successful in creating a framework that makes everyone produce great outputs and that we are open to the uniqueness of others.

Malia  (@maliat) - Profile Photo

@maliat

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Career

The Great Man Theory

The Great Man Theory suggests that there are people who are naturally born with certain qualities that allows them to rise to the top, meaning they reach positions that have priority and power.

According to this theory, great leaders are heroes because they accomplish greatness despite the odds.

Too Much Charisma Can Actually Hurt a Leader's Effectiveness

science.howstuffworks.com

Leadership means making tough decisions

It is difficult for leaders to make tough decisions; some will often abandon their responsibility because they don't want to act on a tough decision or carry the load of the outcome.

Good leaders will remember that they have the responsibility and the obligation to use their authority judiciously and decisively.

Advice from an ex-Marine officer on making tough decisions

fastcompany.com

Most mentors or guides show the following signs to help you gauge if they are intellectually dependable:

  1. Intellectual benevolence.
  2. Intellectual transparency.
  3. Communicative clarity.
  4. Audience sensitivity
  5. Intellectual guidance.

How to know who’s trustworthy | Psyche Guides

psyche.co

The U.S. Navy SEALS follow the maxim Slow is Smooth and Smooth is Fast, a product of their sixty years of experience in crisis situations, which means that acting fast does not necessarily lead to an effective solution.

It is crucial to be methodical, patient and to focus on reducing the time it takes to deliver value, instead of confusing operational speed with strategic speed. This involves going back to the drawing board and using the added experience to redesign the process of delivering value.

Becoming a More Patient Leader

hbr.org

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