From NY Times: What makes a great leader? Knowledge, smarts and vision, to be sure. To that, Daniel Goleman, author of “Leadership: The Power of Emotional Intelligence,” would add the ability to identify and monitor emotions — your own and others’ — and to manage relationships. Qualities associated with such “emotional intelligence” distinguish the best leaders in the corporate world, according to Mr. Goleman, a former New York Times science reporter, a psychologist and co-director of a consortium at Rutgers University to foster research on the role emotional intelligence plays in excellence. He shares his short list of the competencies.
From Roger Schwarz: People on your team offer you gifts – not just at special occasions, but all year. These gifts aren’t tangible, and they’re not wrapped up in lovely boxes with beautiful bows. These gifts are nicely wrapped in a compliment, or, more often, not-so-nicely wrapped in a criticism or complaint. Effective leaders open these gifts, regardless of the wrapping, to learn what they are doing that’s negatively affecting others on their team. For example, when your boss says, “You did a great job on that presentation,” the compliment is the wrapping. You can go past the wrapping and open the gift to learn more by saying something like, “Thanks. I’m curious, what did I do that was great? I want to make sure to keep doing it.”
From strategy+business: Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
From strategy+business: Many leaders inadvertently stand in the way of superior performance. Here's how to avoid the hindrance trap.
From Roger Schwarz: Becoming the leader of an existing team can be challenging, but taking over from an incompetent leader is more difficult. Incompetent leaders are not only ineffective at achieving the team’s goals. They think and act in ways that detract from and undermine the team’s performance, working relationships, and well-being. Consequently, in addition to forging agreement on the normal issues of mission, goals, and roles, incoming leaders often find their new team in disarray, dealing with conflict and stress. Building a stronger team means addressing these emotionally-laden issues.
From Roger Schwarz: Consider three basic types of decision-making rules that leaders use: consensus, group input, and individual decisions. In consensus everyone agrees to support a particular solution. In group input, the leader gets input from the group (or individuals within the group) before making the leader makes the decision. In individual decisions, the leader makes the decision without getting input from group members. This article explores how leaders apply the same decision making rules to get different outcomes.
From Roger Schwarz: Have you ever been in a meeting when you thought you were going to be part of making the decision, only to find out that the decision-maker only wanted your input? It’s not a great feeling. Now, think about how you handle decisions when you’re the formal leader.
As a formal leader, you make decisions every day. Some decisions you make on your own, some you make after talking with others, and some you make as a team. Putting aside how you decide which decision rule to use – consensus, vote, consultation – there are some steps you can take to ensure that your team members will understand the decision rule and any decisions you make.
From FastCompany: James Green, CEO of the search retargeting company Magnetic, was once hired by Jobs as a VP at Pixar Animation Studios. And, curiously, it was while working for one of his biggest business heroes that Green learned what not to do when leading a company.