In "The Power of Persuasion", Susan Cramm Cramm argues that persuading and inspiring others starts with your character and credibility which you have established through personal interactions. She believes that effective leaders get things done through others and, in doing so, are able to create a powerful role for themselves, their organizations and technology. In the piece she suggests that talking to stakeholders, providing help, interacting with their staff and clients, understanding their work, empathizing with
We all like to be treated with appropriate respect and consideration as we go through the several roles we have each day. And, we bemoan the fact that in the fast-paced world we find ourselves in even the most basic decencies such as saying "hello" and "goodbye," or remembering and using the names of people we interact with often drop by the wayside. In "Building Effective Corporate Cultures One Decency at a Time" <
John Baldoni is one of my favorite writers. In today's reading "Saying Something Important? Three Questions to Ask Yourself First" which you will find at <http://www.cio.com/article/104802/Saying_Something_Important_Three_Questions_to_Ask_Yourself_First> he reminds us that “its not what you say,
One of the topics we discuss in the IT Leaders Program is giving and receiving both positive and negative feedback. In today's reading "Learning to Accept Criticism", John Baldoni reinforces the importance of giving and receiving criticism noting that they are essential leadership capabilities. He then gives several helpful suggestions:
- Know your facts -- if you are going to criticize your boss (and for that matter anyone), you'd better get it right.
In "Five Bad Habits to Lose on the Road to Success", John Baldoni highlights several bad habits -- from Marshall Goldsmith's newest book What Got You Here Won't Get You There -- that leaders need to abandon:
In “Total Leadership” <http://www.cio.com/article/109250?source=nlt_cioinsider>, Patricia Wallington, former CIO at Xerox, discusses a topic, conflict and confrontation, that makes most of us very uncomfortable. She begins by noting that confrontation is a regular feature of IT. She then asserts that IT leaders must become experts in the art of confrontation. Her approach has seven steps --
• Confront the issue, not the person
• Seek understanding
• Get help
In this piece, Becoming a Change Leader, May 8, 2007 CIO <http://www.cio.com/article/108351/Becoming_a_Change_Leader>, Maya Townsend, founder and principal consultant of Partnering Resources, introduces four key factors which she argues are crucial to successful change initiative
Today's reading focuses on Emotional Intelligence, a topic discussed in the leader's program. In this piece --
You will remember Joe Raelin as one of the authors whose papers you were assigned to read for the first workshop of the Leaders Program. In this paper, "The 'Bottom Line' of leaderful practice,“ which you can download from http://www.leaderful.org/pdf/BottomLine.pdf he argues that the one thing that most makes a leader is a compassionate approach, a leaderful practice that exhibits humility and seeks to serve others rather than power for its own sake. As a result, people learn to count on others because they have learned that each
Today's reading the "The 'Pull Leadership' Manifesto" by Stever Robbins, founder and president of LeadershipDecisionworks. This piece from the Harvard Business School Working Knowledge Archives caught my eye because of its thesis: "We need leaders who inspire others to follow, who engender loyalty." Robbins calls this "pull" leadership and then goes on to identify twelve key characteristics of pull leadership: Pull leaders
1. Create social systems that inspire people to join.
2. Take responsibility.