A summary of things you should know about No-Drama Leadership according to Marlene Chism: Introduction In this episode Marlene Chism takes a deep dive into her book, No-Drama Leadership, whereRead More
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]]>In this episode Marlene Chism takes a deep dive into her book, No-Drama Leadership, where she discusses how enlightened leaders transform culture in the workplace.
In her book Chism provides you with the practical skills to become a more enlightened leader through real-time examples, case studies, and checklists from some of the most successful leaders in the world. The goal of the book is to teach you how to improve your leadership effectiveness, establish accountability in any workplace, communicate strategically, and increase employee engagement.
This book is perfect for entrepreneurs who manage a team of employees and are having trouble keeping their emotions aside when it comes to making hasty leadership decisions.
We start to work as leaders with the environment to change the identity of those even in the first level (Supervisors, new leaders) so that they more easily identified with being a leader. I think another differentiator is that I am a female writing about leadership, not from a feminine perspective, but rather from a universal perspective. At the core, leadership is as much about a way of being and not just a way of doing, especially in the world in which we are living today.
You can jump in to any chapter but I have designed it where it all works together and so there are a lot of different ways for a reader to engage with this book.
I want the readers to have the understanding that if today’s leadership, if it’s about anything, it’s about alignment.
The book is divided into three sections. The sections are The Will to Be, The Eyes to See, and The Power to Create.
In The Will to Be, the first section, I’m making the statement that the enlightened leader has the will to be aligned, aware, and accountable. In this section I talk a lot about will verses willingness, desire and so on because what I have learned is that you can’t want something for someone that they don’t want for themselves. If there is no desire to be a certain way, if a leader does not claim their values, there’s really nothing to align to. So alignment, awareness, and accountability all work together. Alignment being a major component that threads throughout the entire book with the understanding that before alignment comes clarity. I make the framework for awareness in a way that is really easy to grasp and divided it into four different types of awareness. The four types are self-awareness, other awareness, cultural awareness, and spiritual awareness. I make a big distinguish in this book between responsibility and accountability with the understanding that, until there’s real ownership, accountability just serves as a way for people to cheat and skew the numbers. When people truly accept ownership through responsibility, accountability becomes a wonderful tool to course correct quickly.
In section two, Eyes to See, the idea is that enlightened leaders have a sixth sense about how to see things and so they see communication differently. These leaders are very committed to their communication, they see it as a critical skill and they see it as a strategy understanding that from the bigger perspective it’s better to get along with people and be upfront about your intentions.
The last section is The Power to Create and the understanding here is that enlightened leaders see themselves as co-creators or creators. Enlightened leaders see other people that way as well so they work collectively to create the right environment, the right engagement, and the right empowerment.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 06:22
“If the company sees the employ as a cog in the wheel the employ sees the company as a paycheck.” – Marlene Chism
I am a consultant, an international speaker, and the author of three books which two have been commercially published, STOP Workplace Drama and No-Drama Leadership.
The inspiration came from my first book, STOP Workplace Drama, and the success of it. I was inspired to write this book for the upper level executives and business owners, not only for their own development but to see from the mountaintop why we need to change the definition of leadership.
The Power of Full Engagement by Jim Loehr and Tony Schwartz
Buy No-Drama Leadership by Marlene Chism on Amazon today
Visit MarleneChism.com to learn more about Marlene and her book
Follow Marlene Chism on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
The Discomfort Zone by Marcia Reynolds
The Front-Line Leader by Chris Van Gorder
The Top Ten Mistakes Leaders Make by Hans Finzel
Relevant advice and tips:
5 Characteristics of A Great Leader
What did you like and not like about this episode? Fill out this one minute survey here.
The post TEL 231: No-Drama Leadership with Marlene Chism appeared first on The Entrepreneurs Library.
]]>A summary of things you should know about The Top Ten Mistakes Leaders Make according to Hans Finzel: Introduction In this episode Hans Finzel takes a deep dive into hisRead More
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]]>In this episode Hans Finzel takes a deep dive into his book, The Top Ten Mistakes Leaders Make, where he shares the common mistakes leaders need to overcome.
In his book Finzel provides newly updated stories and strategies from very successful leaders who have once made continuous mistakes when it comes to effectively leading others. The goal of the book is to teach you what effective leadership looks like, how to overcome typical bad habits that come with being a leader, and how to take your leadership skills to the next level.
This book is perfect for entrepreneurs who are emerging leaders and wish to prevent or improve upon common bad habits that many leaders continue to struggle with.
I think one of the biggest differences is that I have done leadership for 30 years and so I write from experience. This book is very practical, simple, and useable.
You can easily jump in and jump out. Each of the ten chapters are standalone ideas.
The one principle action item that I would want the reader to take away is to learn to be a servant leader, not a top down leader. A servant leader puts the good of the team in front of their own selfish desires.
Firstly, I want the reader to know that I have personally made all 10 of these mistakes and learned from them all. I chose these top 10 because as I went on my journey as a CEO of a 35 million dollar international nonprofit and I began to conclude that these were the top 10 of all the mistakes that I see leaders make.
Of all the leadership sins the number one mistake leaders make is the top down attitude. Most think that they are on top because they are the smartest, they founded the company, and they know best. This is the worst mistake a leader can make and I talk to people all the time that work under these leaders and they get very, very frustrated.
The second mistake is putting paperwork before people work. 90% of effectiveness in leadership is people skills, the software of working well with people. But the higher you go into leadership there is more paperwork and technology that stands in the way of giving yourself to people.
The third mistake is the absence of affirmation. What could be better than a pay raise? It’s been proven that people praise affirmation and sometimes this is a blind spot for leaders. People desperately need affirmation and it’s a huge piece of leadership.
The fourth mistake is that there is no room for mavericks. A leader makes a mistake if they don’t allow mavericks to thrive and a maverick is just an entrepreneur that doesn’t follow rules. This chapter will show you how to cultivate people who think outside the box.
Chapter five covers dictatorship and decision making, Getting Beyond I Know All the Answers. This whole idea of being a dictator in decision making frustrates people so much because they want to have a part in the big decisions of the company.
Chapter six is what I call Dirty Delegation, Refusing to Relax and Let Go. When I ask an audience what is it the most that frustrates them about their boss, I get this response all the time. In this chapter I go into all the reasons why really gifted and high power leaders don’t delegate well.
Chapter seven is Communication Chaos and this is just about clear lines and clarity in the organization.
Chapter eight covers missing the clues of corporate culture and a leader has to understand this if they are going to lead through it.
Chapter nine is Success without a Successor, Planning Your Departure the Day You Start. One of the final acts of great leadership is to cultivate the people who will replace you. I don’t think you should see that at a threat but a really great leader can go on vacation because they have trained other people to step in. If you can never go on vacation because the place will fall apart without you, you’re not cultivating successors.
Finally, Chapter 10 is Failure to Focus on The Future. We have to be listeners and learners because the future where we are going to sell our business is so very different from the past or the present.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 05:20
“The best executive is the one who has sense enough to pick good men and women to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” –Theodore Roosevelt
I was born and raised in Huntsville Alabama. My father was a rocket scientist and a part of NASA. I have spent my career mostly in the nonprofit world and became more and more interested in leadership after 20 years as a CEO of one of the nonprofits. I eventually left to start my own work fulltime helping leaders and managers do a better job. My passion is to really help leaders take their leadership to the next level. Today I do a lot of podcasting on leadership and I keep turning out books because I love to write about leadership. Lastly, I am a father of four kids and married to a wonderful wife.
The inspiration came after working under a bad leader. I worked for a guy that just totally frustrated me and stood in the way of my visions and dreams for what I wanted to do. He crushed my spirit to the point where I lost respect and finally left. When I became a leader I wanted to study how to be a good leader, not a bad leader and how to empower people instead of frustrating people.
Good to Great by Jim Collins
Buy The Top Ten Mistakes Leaders Make by Hans Finzel on Amazon today
Visit HansFinzel.com to learn more about Hans and his books
Follow Hans Finzel on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Make It Matter by Scott Mautz
Everybody Paddles by Charles Archer
The Culture Engine by Chris Edmonds
Relevant advice and tips:
5 Characteristics of A Great Leader
What did you like and not like about this episode? Fill out this one minute survey here.
The post A Preview of The Top Ten Mistakes Leaders Make with Hans Finzel appeared first on The Entrepreneurs Library.
]]>A summary of things you should know about Make It Matter according to Scott Mautz: Introduction In the episode Scott Mautz takes a deep dive into his book, Make ItRead More
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]]>In the episode Scott Mautz takes a deep dive into his book, Make It Matter, where he shows you how managers can motivate by creating meaning and personal significance.
In his book Mautz shares years of research, case studies, and techniques in an all-in-one how to guide for energizing, motivating, and encouraging employees to put in the most effort. The goal of the book is to help you add meaning to any organizational mission, find the internal significance of every employee, eliminate negativity from the workplace, and create unique opportunities of personal growth.
This book is perfect for entrepreneurs who run an organization of 5 or more employees and are looking for the best ways to create a work environment that mimic the best places to work.
I am pretty certain that I am the first author to ever put data to the concept that creating meaning at work is a great way to motivate. I also include dozens and dozens of practical tools that you can apply the very minute after you finish reading the book.
I suggest reading it once through and then go back and use it as a reference guide.
If I had to pinpoint one thing it’d be the concept of what I talk about in that book of what I call profound performance. I’ve learned that when you facilitate meaning it not only drives the employees to engage, it takes them beyond engagement to elevate a performance in true fulfillment. There are so many things that can capture an employee’s time and attention very temporarily but meaning holds the engagement of the employees at the deepest and most fulfilling level that sustains over the long haul.
The book is divided into ten chapters.
In the first chapter, Why Meaning Matters, I really paint the case for just that. The truth is that way too many of us feel a lack of true significance and meaning in how we spend our precious hours at work. In this chapter I lay the case out and put hard data to how the creation of meaning can serve as a competitive advantage in what I call compassionate advantage.
I dive into chapter two, The Markers of Meaning, and things get really interesting here because I have found through my research that there are seven distinct markers of meaning that when you intentionally meet them you can drive meaning and fulfillment. The markers are divided into three sections, when you yield a calming and clarifying sense of interdiction, when you create conditions that lead to a satisfying sense of self-discovery and growth, and when you create conditions that engender devotion to ones work at a deeper connection between the employer and employees in a greater good. And I get really specific within that.
In chapter three I start to dig deeply into each marker meaning. This chapter, The potency of Purpose, I walk through very specifically how as a manager you can carve for yourself or carve out for your people a six step path to purpose. If you follow these six steps I can promise you that by the time you’re done you will have identified what you want your purpose at work to be.
I move on to the fourth chapter where I talk about how to leave your legacy behind. This chapter is broken into two pieces and the first part is called the five footprints of legacy. Then I round out this chapter with what I call The Five Step Footpath to Leaving Legacy Worthy Results at Work.
In chapter five I talk about the power of learning and personal growth at work. I spell out seven very specific ways you can craft an environment that’s rich with learning and personal growth.
In Chapter six I talk about the next core marker of meaning and way to create a sense of Significance at work which is to create a meaningful decision making and influence based culture as well. When people feel like they are a part of making decisions it is incredibly motivating and I spell it out as well as eight things you can do to create autonomy as a manager.
Chapter seven moves on to teach you how to create cultures of consequence and those are cultures that are built on a core of caring, authenticity, and teamwork.
In chapter eight we talk about meaning making leadership very specifically. I talk about how as a leader you can create meaning more so than any of your competitors and I go over four traits of meaning making leadership.
In chapter nine I go the other way and talk about cutting off corrosive behaviors or behaviors that can destroy a sense of certainty, confidence, or community.
I round off the book in chapter ten on how to weave all of the concepts together into a meaning making plan and I provide a couple of options for how to do that.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 05:29
“We are all at a pivotal moment in life; we just may not know it and you have to live as if you did.” – Scott Mautz
I am an author as of March 4th, when Make It Matter hit the streets. I am also a keynotes speaker and have a fulltime job as a director at Procter & Gamble where I run the company’s largest business. And over my 20 plus years at Procter & Gamble I have run a number of different businesses all multimillion dollars in size.
I have been studying the field of motivation for almost a decade and about seven years ago I discovered a stunning statistic that has been proven over and over again. Which is that almost 70% of us may actually be coated as disengaged at work and even if you’ve heard that statistic before, what’s stunning is that is doesn’t get any better. Year after year the data will show you it keeps declining so whatever we are doing to motivate clearly cannot be working. That has been haunting me for the last half dozen years and I really started working hard at trying to find a way to crack this code. I came across this concept that it’s not pay, it’s not perks, and it’s not promotion, it’s really meaning where you can bring significance into your work and make it matter more. That’s what kept me going and was the inspiration behind this book.
Good to Great by Jim Collins
Buy Make It Matter by Scott Mautz on Amazon today
Visit ScottMautz.com to learn more about Scott and his book
Follow Scott Mautz on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Everybody Paddles by Charles Archer
The Hidden Leader by Scott Edinger
The Best Place to Work by Ron Friedman
What did you like and not like about this episode? Fill out this one minute survey here.
The post A Preview of Make It Matter with Scott Mautz appeared first on The Entrepreneurs Library.
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