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İçerik Graham tarafından sağlanmıştır. Bölümler, grafikler ve podcast açıklamaları dahil tüm podcast içeriği doğrudan Graham veya podcast platform ortağı tarafından yüklenir ve sağlanır. Birinin telif hakkıyla korunan çalışmanızı izniniz olmadan kullandığını düşünüyorsanız burada https://tr.player.fm/legal özetlenen süreci takip edebilirsiniz.
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In Her Ellement
21:38
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21:38People want to feel supported and safe at work – and inspired to innovate. What can people working at large corporations do to create this kind of environment? Saskia Mureau is the Director of Customer Digital at the Port of Rotterdam where she is harnessing digital systems to reduce emissions. She is passionate about creating inclusive workplaces where psychological safety and collaboration drive meaningful change. In this episode, Kamila sits down with Suchi to talk about why she chose to work at large corporations rather than startups. Saskia also reflects on her personal experiences, including navigating IVF while at work, and discusses how organizations can foster environments where employees feel empowered to bring their whole selves to work. Links: Saskia Mureau on Linkedin WHO infertility research BCG 2024 report on psychological safety in the workplace Suchi Srinivasan on LinkedIn Kamila Rakhimova on LinkedIn About In Her Ellement: In Her Ellement highlights the women and allies leading the charge in digital, business, and technology innovation. Through engaging conversations, the podcast explores their journeys—celebrating successes and acknowledging the balance between work and family. Most importantly, it asks: when was the moment you realized you hadn’t just arrived—you were truly in your element? About The Hosts: Suchi Srinivasan is an expert in AI and digital transformation. Originally from India, her career includes roles at trailblazing organizations like Bell Labs and Microsoft. In 2011, she co-founded the Cleanweb Hackathon, a global initiative driving IT-powered climate solutions with over 10,000 members across 25+ countries. She also advises Women in Cloud, aiming to create $1B in economic opportunities for women entrepreneurs by 2030. Kamila Rakhimova is a fintech leader whose journey took her from Tajikistan to the U.S., where she built a career on her own terms. Leveraging her English proficiency and international relations expertise, she discovered the power of microfinance and moved to the U.S., eventually leading Amazon's Alexa Fund to support underrepresented founders. Subscribe to In Her Ellement on your podcast app of choice to hear meaningful conversations with women in digital, business, and technology.…
The Leadership Challenge Middle East
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Manage series 3577050
İçerik Graham tarafından sağlanmıştır. Bölümler, grafikler ve podcast açıklamaları dahil tüm podcast içeriği doğrudan Graham veya podcast platform ortağı tarafından yüklenir ve sağlanır. Birinin telif hakkıyla korunan çalışmanızı izniniz olmadan kullandığını düşünüyorsanız burada https://tr.player.fm/legal özetlenen süreci takip edebilirsiniz.
From the globally recognized leadership development program - this podcast has a focus on the Middle East but the conversations are applicable everywhere.
20 bölüm
Tümünü oynan(ma)dı işaretle ...
Manage series 3577050
İçerik Graham tarafından sağlanmıştır. Bölümler, grafikler ve podcast açıklamaları dahil tüm podcast içeriği doğrudan Graham veya podcast platform ortağı tarafından yüklenir ve sağlanır. Birinin telif hakkıyla korunan çalışmanızı izniniz olmadan kullandığını düşünüyorsanız burada https://tr.player.fm/legal özetlenen süreci takip edebilirsiniz.
From the globally recognized leadership development program - this podcast has a focus on the Middle East but the conversations are applicable everywhere.
20 bölüm
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The Leadership Challenge Middle East
1 Leaders Challenging the Process in 2025 27:21
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27:21The year is done and we move on to the next. Do we leave the problems of the past year in the trashcan and move on? Hopefully each of those problems were a lesson, a learning and what arose from the ashes, hopefully became a significant success. “How can we do it better? “ should be a mantra for all leaders. The leader’s role is to look to the future, certainly not to live in the past, but to take the team to the bright horizon. Critical to this is developing a culture, where all team members, whatever level, are encouraged to look for new ways to do things, and when they do, their new ideas must be celebrated. New ideas, challenging processes to improve productivity, overturning outdated systems is not something just for the start of a new year, but should be a continuous ongoing, every day attitude. This year, in your organization, one simple idea, one offhand suggestion by a team member could change the way your organization operates. That one single idea when allowed to grow to its full potential, could change the world. Leaders empower their team members to explore new ideas, to challenge the process, to breakthrough any constraints organizationally - to simply ‘find a better way’, a ‘safer way’, a more profitable way. This is not just because the new year has started, this is because we must continuously change to reach the exciting future. It all starts with the leader. And of course, leadership is everyone’s business.…
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The Leadership Challenge Middle East
1 Reflecting on 2024 - and Giving Feedback 28:47
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28:47Another year is finishing and we prepare for the next year. Another major project has been completed and we prepare for the next one. Of course, both of these events have one thing in common for all leaders. That is, the review: where were we successful? What are the successes we can celebrate? What did we learn? What can we improve next time? Because we’re about to enter a new year, the leader will be clear with the team on the vision for the next year. What mountain are we going to climb together? What achievements will come as we all work together. These questions are important whether it’s the new year or starting a new project. Of course, this is also a time when leaders give positive and also developmental comments to the team members. We sometimes call this ‘feedback’. But the word feedback has problems associated with it. “Can I give you some feedback?” OK, wait for it. This is not going to be comfortable. “But it’s constructive feedback.” You say that every time and it’s still not comfortable. “Yeah sure. “ The best leaders don’t give feedback. They know that the term feedback has negative connotations. Both manager and staff member usually try to avoid this feedback, too, as it’s usually not comfortable: the objective is to make a change in that person‘s behavior. Leaders address the changes needed - and will avoid the feedback word. Remember, leadership is a relationship. The best relationships, maintain respect and support for each in that relationship. So instead of “can I give you some feedback” they will approach this as they would with any other aspect of the relationship. “Can I make a suggestion. You know I’m here to support you and sometimes that means giving a suggestion that will improve the work you’re doing. Is that OK?” This conversation starts without the need for the sandwich strategy which often for its lacks sincerity, or engages the other person because of the genuineness of the leader “offering a suggestion.” This is a conversation where both the leader and the team member are wanting to get great results easily and effectively. So when the year ends, we’re not going to give feedback on poor performance, or feedback to change behavior. This is so much more easily and effectively achieved to an easy conversation reviewing what we’ve achieved in the year, recognizing the strong performance, the stand out, achievements of individuals, and any ‘suggestions’ for improvement. That’s what the best leaders do. In The Leadership Challenge we call this Modeling the Way. It also includes Enabling Others to Act and Encouraging the Heart. And all of this leads to building a vision, which team members know they are an integral part of and which will be achieved in the coming year, despite any unexpected challenges and difficulties along the way. Let’s make the year ahead the most successful we have ever had…
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The Leadership Challenge Middle East
1 What Happens When the Leader Leaves ? 28:47
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28:47Three things are certain in this life: death, taxes, and you will leave your job. Maybe not this week, maybe not next year. There may be a promotion there may be a position in another organization. Or you may resign or retire. What happens when the leader leaves, for any of those or other reasons? If you’re planning on leaving, maybe due to retirement in the next year or so, have you thought about your legacy, have you thought about what you want to leave behind, and the positive impact that you have created ? Leaders create positive impact. Leaders inspire, they motivate, they drive performance they create engagement – and the team don’t want them to leave. But leaders, of course, model behavior which others follow. The positive behavior is emulated because those they are leading want to create the same results for themselves which the leader is creating. Good leadership behavior is contagious. When the leader announces that he or she is leaving, obviously the team are going to be disappointed. Often the leader themselves, may also be disappointed to be leaving the great team that they have created. But when a really good leader leaves, especially when an exemplary leader leaves, there’s not going to be a void. The legacy the leader leaves behind is the culture that he or she has created. That culture will most likely, because of their commitment to the genuine benefits of exemplary leadership, continue well after that leader has left. Each of the five practices of exemplary leadership as defined in The Leadership Challenge, when they are embedded in the culture, contribute to the ongoing leadership journey of every person in the team. Every person in the team knows that leadership is their business, too, and whilst the departure of their much admired, even loved, leader, maybe a time of some sadness for them, they know that the legacy that’s left behind will endure and will be demonstrated by their behavior every day. Yes, you will leave. That may even be sooner than you think or plan. It’s never too soon to plan your legacy. What’s the legacy that you’re going to leave?…
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The Leadership Challenge Middle East
Leadership has one objective. It’s always and only the outcome which is the reason for leadership. Leadership brings everyone together with a 'shared vision'. Everyone knows where they are going, the view to the mountain peak is clear. And performance is the ‘engine’ which will take the team there, to reach the objective. Leadership is personal, leaders build relationships. So how does the leader set the basis for achieving the outcome, for determining the performance along the way? This begins with the leader, simply saying to everybody in the team: “We know the objective. So let’s talk about how we’re going to get there. This (plan or strategy) is what I suggest …but of course I need your input and your suggestions." After all, we’re doing this together . The leaders objective here is to build a culture of engagement, a culture which is focused on performance and achieving the outcome. The leader is like the chessmaster, guiding the chess pieces who then perform their task. The leader encourages all team members to “sharpen the stone”, to look for a better way, a smoother path to the top of the mountain. The leader enables, he or she empowers the team members to perform beyond what they believe they could do. And of course, the leader recognizes and celebrates the achievements, the level of performance of individuals and of the team. In order to achieve performance, which is directly related to the outcome, the leader may well say “how about we set up a coaching process, so that I help you improve your performance all the time, so that if there’s any ‘course correction’ required, that can be easily handled.” The leader will also encourage “micro improvements” as part of a culture of continuous improvement. And when it is all done and the performance objective is achieved, the leader will say “We did this together. Thank you. “…
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The Leadership Challenge Middle East
If leadership is a behavior and leadership is 24/7, how and when does the leader’s day begin? Leadership is also an attitude and that attitude drives behavior. If leadership behavior is 24/7, then typically the leader will be looking forward to the day ahead. The leader might begin the day by reflecting - “what can I do today to be a better leader than I was yesterday? “ Remember – leadership requires ongoing learning. The leader might begin the day by thinking “who can I help today to achieve more than they thought they were capable of?” No, NOT “who can I make work harder today? “ Because leadership is a relationship, when the leader arrives at the office most likely, they will smile at the security guard, greeting warmly, and the same with the receptionist and other staff that they walk past. Arriving at his own workspace, if other team members are already there, of course, they will greet them warmly. This behavior has team members instinctively think: “I’m really pleased I’ve come to work today.” “There might be challenges, but I know it’s going to be a good day.” There may will be a team meeting early in the morning. Of course, the leader will arrive early if not on time. And because the leader does that, the team members will also be there on time and with a positive attitude. During the team meeting, the leader will be encouraging input from every team member and importantly, as the team members know, the leader will be listening to everything they say and valuing their input. It’s the way the leader lives his values - and ‘Models the Way’ - every day - that builds trust and credibility with the team. And, during the day, the leader will be asking “is there a better way?” It’s the way the leader empowers, enables others to act, gives them a belief they can achieve more than they thought possible, which creates an environment where people want to perform at their best. Throughout the day, the leader will see opportunities to recognize the good work individuals or the team has done that day. They may even find an opportunity to send a handwritten note personally acknowledging what’s they’ve achieved. Maybe at the end of the day, the leader will stand near the door as the team or the staff are leaving and simply say : “Thank you for all you did today.” Those simple words - and that the leader moves out if his or her office to say this - makes a real connection. So the leader’s day is very much about connecting with people. On the way home at the end of the day they may spend a little ‘quality time’ reflecting on the performance of the team that day. And they may then think “it’s been another really good day“.…
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The Leadership Challenge Middle East
1 Leaders Dealing with External Issues 28:33
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28:33In the organizational environment… the corporate world… we tend to regard leaders as operating with their team, their division and the company overall. These same people – at whatever level – also operate or interact with external clients or business partners. So at what point does the leader stop being a leader? Consider a situation where a difficulty arises in the arrangement: the client or the business partner for whatever reason leads into what might be called a difficult situation. This situation, if it escalates, could lead to a break in the relationship and at least some disruption to the way the relationship has been. Does the leader abandon his leadership behaviors because he is not the ‘leader’ for these other, external stakeholders? Of course not. As we often say your leadership behaviors are with you 24/7, regardless of who you’re dealing with. Because leaders have a deep understanding – or should – of emotional intelligence one of the early responses when a difficulty arises with the client is going to be anchored in their emotional intelligence behaviors. And through all of this, the leader is going to live his or her values – especially in integrity, trust, support, caring. We know the most effective leaders are also the most effective listeners. Again, quite simply, their listening skills must come to the fore when there’s a difficult situation with a client . Doing this, of course the leader is extending the relationship positively that he has with the client or external person as they navigate through this difficult issue. Throughout the difficult interaction, the leader lives his or her values, even talks about the future beyond this situation, consults with the client in ways to find a solution - ‘looking for a better way’ - and reflects to the client on “what we have both learned as a result of this.” Oh - isn’t this fundamental to The Leadership Challenge? Yup! In every interaction we have as individuals we have the opportunity to maintain our leadership behaviors. When leaders leave that interaction, those we have been ‘leading’ in that interaction would have been impacted positively, in a way that they will ‘want more’ they will look forward to the next connection with you as a leader. And if the difficult external issue isn’t resolved in the favor of this particular leader, there is a really strong chance that the other person will have built a strong sense of trust, ‘like-ability’, and recognition of genuine integrity of that leader and the result will be that they will want to maintain the relationship.…
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The Leadership Challenge Middle East
1 Leadership and the Value of Appreciation 30:51
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30:51Leadership and the Value of Appreciation Leaders inspire. Leaders motivate. Quite possibly the simplest and most powerful way to achieve both of these is the appreciation shown genuinely to individuals and the team by the leader. Research continues to show that 98% of people so they perform at their best when they’re given encouragement. Encouragement is appreciation. It might be a simple “Thank you”. A manager will say “but he was just doing his job. “ A leader will say “I just overheard what you said to the customer. You did that really well. Another happy customer.” And because leadership is everyone’s business, colleagues and co-workers can have the same effect when they show appreciation. Showing genuine appreciation doesn’t require a brass band and a fanfare. It can be a simple as “Well done “. It can be a short handwritten note. When individuals and teams are given genuine and meaningful appreciation, they WANT to perform better. Quite simply - because the appreciation they received touched their heart. Parents who show appreciation to their children will positively impact on the behavior of the child. Research has shown consistently that people who are in a committed relationship who show appreciation to their partner with a simple “thank you” have a stronger relationship than those who assume that appreciation is not needed. As a leader, no, you are not too important to show appreciation to those you are leading at whatever level they are at. Leaders do it often and with meaning. Leaders are genuine in their appreciation. Those who hear this appreciation know it comes from the heart - and it touches theirs. 98% of people can’t all be wrong. Explore this with us in this week’s Leadership Challenge conversation. We would be most grateful if you did. 😊…
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The Leadership Challenge Middle East
1 Leadership and Unethical Behavior 34:26
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34:26Leadership and Unethical Behavior Un - ethical. Without ethics. How would you feel working for someone whose ethics were at least questionable? Is that person a leader? Surely not as without ethics, how will that person build relationships? How can that person be a leader if his or her values are not aligned with the values of the organization … And may even be the polar opposite. Consider Ahmed. He has worked with this organization for some 30 years. In that time he has worked diligently, was recognized as a star performer and loved to his job. Then a new manager from another division is appointed to lead this significant team in the organization. It’s not long before Ahmed realizes that this person in the role of manager will not listen to the views of the team members, will actively push back on their input … And then engage in behaviors which the team members are not only uncomfortable with but which many believe are simply unethical. Some of the team members will try to continue with what they recognize as positive leader behavior in order to “get the job done by working together with the others.“ Some team members in this situation, fearful of the impact that this person can have on their career, will align their behaviors with the unethical manager. Very soon, what may well have been a high-performing team before the arrival of the manager, may become a staff ‘train wreck’. By the way, your people are your greatest asset - except when they become a ‘train wreck’. And except when they are without leadership and reporting to an unethical manager. Some people would want to leave, others will be fearful of finding another job and may therefore ‘turn a blind eye’ and even become complicit in the behavior of the manager - and unethical behaviors permeate the team culture. Ahmed has a challenge - he loved working for this organization now is working in this environment which conflicts with his values. Stress and mental health issues begin to impact. Clearly, the selection process - HR - which allowed this manager to be given this senior role must take some responsibility. Prior to his appointment to this role, this man was highly regarded for his specific technical skills. It seems the manager was rewarded for performance in a role where leading others was much less of a requirement. So how should Ahmed deal with this? Talk to the new manager? Maybe a discussion about alignment of values to the organizations values, and how when we live those values we all feel a closer alignment to the objectives of the team and the organization would be a starting point. Thats certainly ethical - and it is leadership.…
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The Leadership Challenge Middle East
Leadership and Resilience Your client has just ‘pulled the pin’ on a project you’ve given your heart and soul on for six months. They blame budget cuts. Two key members of your team have just decided to move on. How will you find replacements? A new player has just entered the market as direct competition for your company and three of your major clients have ‘jumped ship’. You’re having significant family issues at home and you’re wondering how you can cope. Ok, these are not all happening at the same time or even to the same person. These ‘occupational difficulties’ are common but maybe in a different guise. Simply, ‘stuff happens’. In many cases these ‘challenges’ occur totally out of your control. What IS in your control is how you react and as a leader, how you help your team react. We refer to this as ‘the ability to bounce back’ after difficulties or adversity. And we call this - ‘resilience’. Resilience is often a learned skill. Some people are more positive than others. They recognize that any adversity or difficulty along the way is either meant as a learning experience or challenges to make the journey or the outcome better. They recognize that every day the sun will come up, every day will be a new day, and we will leave these difficulties behind us. There are others who may even take the negativity that occurs or the reasons for the difficulty as ‘their fault’, for some people their negativity can be pervasive. This of course, can have a negative impact on the performance of other team members, as well as impact on costs for the organization. Leaders, at all levels, should recognize that through their actions, their words of encouragement, and especially by following The Five Practices of Exemplary Leadership, they can help others who are having difficulty to move on, to look to the future, to see that what has occurred is just a learning experience … and they move on positively. Because leadership is a relationship, the leader will be discussing with team members, the issues and the responses that other people are having, to help them move forward. Just because we’ve had an unexpected blizzard, that doesn’t mean we will not reach the peak of the mountain - our experience of the blizzard will make us stronger, certainly, when the next one occurs. And each blizzard, even unexpected gusts, will strengthen our resilience.…
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The Leadership Challenge Middle East
1 Leaders Who Don't Want Promotion 33:32
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33:32Leaders Who Don’t Want Promotion “But of course I want a promotion. That’s what it’s all about isn’t it? It’s called career progression. Oh, and a salary increase - of course.“ We keep saying in these weekly videos that leadership is everyone’s business – but let me be very clear : leadership is not about the promotion. The discussion this week is based on an instance where someone was promoted to a ‘leadership’ position and then decided that this wasn’t for them. They even asked to be returned to the previous position and pay level. Does this mean that they were a good leader? Maybe not but we could identify some issues with the selection process, where questions were not asked of the person about their aspirations. Did they fully understand the responsibilities of this role ? We should ask why, in the - hopefully rigorous selection process that those managing this didn’t do the necessary ‘due diligence’ before the promotion was confirmed. That said, leadership is important at all levels of the organization. Individuals can ‘shine’ as their behaviors and their attitude demonstrates strong leadership. That on its own, doesn’t mean that the individual will become the CEO of the organization - of course, there are other attributes that are determinants for career progression. Some people are perfectly happy at the level they are at within the organization and may be happy to stay here in this role for the next 20 years. Does it mean they are not a leader? Of course not. As a leader of others in the organization, it’s your responsibility, not only to build their leadership strengths and to foster leadership behaviors, but also to encourage them to progress further in the organization because of the leadership skills and also their other performance attributes. In this position, you can identify , those who deserve to move to the next level through promotion and those who are really comfortable to stay where they are and perform extremely well – without the need to move to the next level. Leaders developed leaders, as we have said before. But it’s important to remember, that fulfillment as a leader is not necessarily dependent upon promotion to the next level above. Leadership doesn’t need a promotion for the individual to be ‘fulfilled’ or rewarded - or for them to perform at their best.…
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The Leadership Challenge Middle East
1 The Leader and Workplace Politics 30:47
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30:47Leaders and Workplace Politics “Office politics ? Here ? Nah ! Except maybe…one person… occasionally. “ Of course we’re all working as a team. Of course we’re collaborating to get the best results. And of course, sometimes just sometimes there is ego in the room. Ego unfortunately drives behaviors which are directed at gaining personal power and influence. Collusion, withholding information, and sometimes actively dividing the team. I just some of the behaviors when politics is at work. As this gains momentum, the environment becomes toxic. Who works effectively and efficiently in that environment ? Not even those who are driving the politics. We know that leadership is a relationship. At the core of any relationship which is successful, is an understanding of values and hopefully those values shared. In The Leadership Challenge we know that leaders build trust by talking about and living their values. Values of honesty and integrity are the foundation of the most admired leadership characteristics in forty years of continuous research. Authenticity and openness are fundamental to successful relationships. When the leader is authentic, open, and living the values of honesty and integrity, trust and credibility are the ‘glue’ in the relationship. Why would I collude or engage in ‘subversive’ and divisive behavior if there is trust and credibility with my leader. Why would I engage in workplace politics if my leader challenges me to achieve beyond what even I expected of myself ? Why would I engage in subversive workplace behaviors if my leader shows his or her trust in me ? When leaders ‘model’ these behaviors, when they live their values, those they are leading usually want to model those behaviors themselves. They want to be lead by this exemplary leader. And they then model these because leadership is everyone’s business. No more politics.…
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The Leadership Challenge Middle East
Leaders Create Learners “Why should I encourage you to learn? You’re here to do a job.” We could call that ‘manager-talk’. We know that the best leaders are the best learners. They may even say: “I learn from my people every day.” They also know that if they provide learning opportunities for those they are leading, all of those respond positively not only because of the new learning which they will take with them, but the learning becomes a motivating factor for them to achieve even more in the work that they’re doing. Leaders motivate those who are following by helping them learn. Whilst traditional, academic learning is important – especially when it is relevant to the workers being done - learning takes many forms. Employee surveys show that there is a strong desire for learning to take place in the workplace. In the workplace, learning can occur when individuals reflecting on new experiences, mistakes, challenges, new opportunities, and then being aware of the learning that’s come out of this. When the leader admits his or her mistake, maybe even a mistake that was made in the past, and they then recount what they learned from that, this becomes a learning opportunity for the team members when they hear this. They also understand the importance of the leader admitting to the mistake and then recognizing the learning outcome from that mistake. Clearly, when the leader discusses an error or a mistake that an individual has made – especially when that individual comes forward and admits the mistake, the best leader response is always “So what did you learn?” When the leader ‘creates a learning culture’, the engagement level increases - and so does productivity. When leaders develop a learning culture, it strengthens adaptive responses. It builds a welcoming attitude to change. There are many ways to create a learning culture: As a leader, open the weekly team meeting with : “What did you learn this week?” “What did you learn about yourself this week?” “What did you learn which can change positively the way we do our work?” Or have the team members write down each day what they learned that day and then share in the team meeting after a week. The learning culture becomes embedded and so the individual learning is relevant, authentic - and memorable. Learning never stops, especially when leaders create learners.…
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The Leadership Challenge Middle East
1 Leaders Are the Best Listeners 29:14
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29:14Leaders Are the Best Listeners Leadership is everyone’s business. Listening is leaders’ business. We all take listening for granted. We are all, at some stage and in some situations, guilty of poor listening, of not focusing on the speaker’s words and what they are really saying. And listening is a critical skill for leaders. Listening, especially in times of pressure, may seem unnecessary but in fact the opposite is the case. Listening SAVES money. Listening IMPROVES productivity and engagement We’ve all heard the expression “my door is always open. “ What that statement implies is that the manager of the person saying it is open to listening to individuals’ problems or concerns. But it’s not the door that needs to be open only. It’s the ears and the mind and the heart of the leader, listening to the individual, which really makes a difference. The leader will eliminate likely external factors which could impact on his or her ability to genuinely focus on the other person - and listen to them. This of course means that they allow the other person all the time they need to explain the issue. Managers, who too often are dealing with other distractions, want the individual to ‘get to the point’ and will sabotage the listening process by making assumptions - about what the person is saying and assumptions about a solution. Sometimes in these situations, the leader is not able to provide specific help but his or her act of genuine listening, even listening with empathy, has a positive effect on the individual with the issue. So many of us are guilty (maybe only occasionally 😊)of thinking of the solution before we’ve first listened - and confirmed that we heard and understood what the other person was saying. As a leader, ask yourself “ How can I be a better listener tomorrow than I was today ?” Exemplary leaders know the critical edge which listening gives them - and they use it to great advantage.…
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The Leadership Challenge Middle East
1 What if the Team Have More Experience 32:48
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32:48“Whaaat ? No, that cannot be.” “I have more experience that’s why I’m in charge.” No, that may have been the case twenty years ago, when managers became managers because they could handle every job function. Often they were promoted because of the level of functional experience. Leaders do not have to know ‘every competency’ in order to successfully lead. Issues of the levels of competency may arise where team members seem to push-back - “He/she is not going to tell me what to do - I’ve been doing this for 10 years.” Issues may also arise where the leader takes on ‘imposter syndrome’ - “How can I lead them - they’ve got years of experience on me. They’re going to find out and then I’m done !” Leadership does not require superior or even extensive technical skills. Leadership simply harnesses the capabilities of those in the team - and gets the best performance out of all the team members. Leaders don’t have to have the highest academic qualifications to live their Values consistently. Leadership requires building excitement about a shared vision for the future, not 25 years experience at the ‘coal-face’. Asking “Is there a better way?” is a question the leader can ask to have the ‘experienced’ operator challenge their own processes and experience. Empowering and enabling others to build self-determination doesn’t require years of experience. It requires a leader who genuinely believes in each team member’s ability to perform beyond what they believed they were capable of. Encouraging the heart has 98% of people performing at their best. When it’s meaningful and genuine the person hearing this, doesn’t question the level of experience of the person saying it. Leadership is not about years of experience ‘in the job’ : it’s about what’s in the heart of the person who chooses leadership and the connection the leader makes with everyone.…
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The Leadership Challenge Middle East
1 Leaders Ask Powerful Questions 24:57
24:57
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24:57We’ve all been ‘told’ what to do. We’ve all been ‘told’ how to do it. But being asked : “How will you feel when we’ve achieved this amazing outcome together?” Or “What do you need from me to make this happen?” creates a very different feeling in the mind of person hearing it, from the directive of ‘Do it this way’. Managers are really good at reminding their staff what they should be doing. The best leaders however create a visual picture of our future, working together, in harmony, with passion and purpose. And then they’ll ask: “How will you feel when that becomes reality?” Of course, there’s an element of ‘coaching questions’ in a leader’s questions but there’s also an element of coaching in leadership. “You’ve just achieved an amazing result! Fantastic. Well done!” These words ‘encourage the heart’ (which, of course, the best leaders do regularly) and give genuine recognition for ‘a job well done’. But if the leader then says “If you were to do it all again tomorrow, what would you do differently?” it has the person value the meaningful recognition - and has them know that their leader respects their assessment of ‘doing things better’, of encouraging them to think about and offer suggestions for improvement. Leaders who regularly begin their sentences with “What if ….?” encourage those around them so they always consider other possibilities to even the most ‘tried and tested’ processes, to accept ongoing positive change as an an organizational norm. Leaders show individuals and the team as a whole that he or she cares : “Do you need to take a break?” Leaders empower their team and the individuals in the team to be at their best by asking: “What are the most important outcomes you’re going to achieve in this?” Leaders, especially as they ‘Model the Way’ by asking questions, encourage team members to do the same to those around them. As an activity in a team meeting, ask the group to think of questions they could ask, encourage them to think of questions and ask those questions when appropriate. Wouldn’t it be a better world if we asked more questions…? And it isn’t hard to do. Is it ?…
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