Posted by Aleksandar M. Velkoski on January 27, 2010 under General Leadership, Leadership Development | 
It is, often, very hard for us to stay positive. This is especially true during times of challenge and difficulty. For some of us, periodic challenge and difficulty can be exciting. For most of us, however, challenge and difficulty, especially prolonged challenge and difficulty, can be exhausting. Positive thinking and action can not only help us get through the challenges and difficulties of leadership, but also can help us embrace challenges in life, which may lead us to totally shift our perspective. I cannot stress enough the importance of positive thinking and action as an antidote to challenge, and as a prescription for long-term success.
The modern concept of positive thinking roots in the study of the human mind. However, as it applies for our discussion in the context of leadership, positive thinking roots in the study of Positive Organizational Scholarship (POS). Some of the bright minds of field include Kim S. Cameron, Jane E. Dutton, Robert E. Quinn, Robert A. Emmons, and Kathleen M. Sutcliffe to name a few. One of my favorite compilations in the field of POS comes from Robert A. Emmons on “Acts of Gratitude in Organizations.” Emmons concluded that the use of gratitude, a moral and positive emotion, leads to positive outcomes in the workplace. If I were a betting man, and sometimes I am, I would say that the use of gratitude leads to positive outcomes in most other situations too!
Kim Cameron’s work on “Positive Leadership” sheds light on the importance of fostering a positive climate, developing positive meaning, establishing positive relationships, and executing positive communication. According to Cameron, through implementing these four strategies a leader can transition into a positive leader. From my perspective, however, these strategies go beyond the scope of leadership to apply to each and every one of us and our every day lives. I cannot think of any situation where fostering a positive climate, developing positive meaning, establishing positive relationships, and executing positive communication would result in negative consequences.
However, let us not be fooled: positive thinking and action requires a lot of work. One exercise that I enjoy (brought to my attention by a university professor) is to challenge myself to think positively for as long as possible. Everytime I think negatively, I put a quarter into a jar. By the end of the week, how many quarters do you think I have saved in the jar? I suggest that everyone try that exercise because it forces you to be conscious of your thoughts and your actions. My only hope for this post would be that it leaves you with a positive attitude and inspires you to be, act, and live positively. It makes a difference.
Posted by Aleksandar M. Velkoski on November 5, 2009 under General Leadership, Leadership Development |
It is a misnomer to believe that people are entirely ‘born’ to lead. Leaders typically work to develop traits that allow them to effectively lead those around them. Like any skill, these traits must be learned and practiced. While it is true that some have a better aptitude for learning these qualities, anybody can develop there the ability to lead.
- The ability to make decisions – The best leaders have the ability to make decisions, even difficult ones. They can assess the situation and process the effect each of the possibilities will have. A good leader understands that failing to make decisions will negatively impact the effectiveness of their organization.
- Risk Taking – true leaders are unafraid to take calculated risks. They realize that true success can only be obtained by taking chances. They also have the ability to determine the amount of risk involved in any given situation and the wisdom to know when a particular risk is too great.
- Communication – All great leaders have highly developed communication skills. They are easily able to communicate their wishes and desires to others in an effective way. Through both spoken and written words, leaders are always clear and concise.
- Integrity – True leaders live by the motto “integrity is doing the right thing, even when no one is watching. They are inherently trustworthy and strive to be open and honest in all of their dealings.
- Education – Realizing the importance of continuing education is crucial for effective leadership. By remaining open to new ideas and concepts and by continually improving themselves, they will continue to develop, adapt and grow as the environment around them does.
- Vision – Leaders always strive to look at the big picture. While closely watching the details and keeping their eye on the ‘prize’ leaders have the ability to continually move forward.
- Motivation – Perhaps the most important quality of leaders is their ability to motivate those around them. They are able to impart their vision in such a way that their ideas become exciting and possible. This motivation serves to promote both their business interest and the personal goals of the organization. Charisma plays a large role in motivation.
- Self-Awareness – The ability to look at themselves and clearly recognize their strengths and weakness sets leaders apart from those around them. They are able to take criticism of their faults well and constructively address them.
- Team Building – Leaders can easily recognize the strengths of their employees and effectively divide them into teams that are more successful than individuals. Team building strategies are a proven way of increasing the productivity of an organization.
- Strategy – The best leaders always have a clear plan of action and follow it to achieve their goals. In addition, the can recognize when a particular strategy is not working and will work to tweak their plan for maximum effectiveness.
True leaders utilize these qualities to help themselves and their employees to strive for the best and often to accomplish the impossible. Diligently working on these qualities is the first step towards becoming an effective leader. What are your top leadership qualities?
Posted by Aleksandar M. Velkoski on March 29, 2009 under General Leadership, Leadership Development, Power & Influence |
Here at The Prime Leader, we’ve talked a lot about some of the more popular topics related to the study and practice of leadership. For this post, however, I’d like to focus on a more fundamental topic of leadership studies – communication and, more specifically, the ability to convey meaning. Although the ability to convey meaning is a major topic in the study of communications, those who study and practice leadership tend to neglect it (not because they don’t understand its importance, but because other topics tend to dominate the field – and, in many ways, rightfully so). Nevertheless, I find it key to continually revisit some of these more unique and less talked about aspects of leadership.
Most of us would agree that messages communicated by leadership need to be communicated effectively. Why? Well, because if messages are not communicated effectively, they can be completely lost. If messages are lost objectives will, without question, be botched. What can be more fundamentally devastating to an organization than botched objectives? Without the ability convey meaning, the leadership process is completely ineffective. If your organization (or team, or whatever it happens to be) is frequently failing to meet its objectives, and exceed expectations for that matter, revisit communication in the leadership process.
With that said, how do we, as leaders, properly convey meaning? We should:
- Make Messages Memorable
- One way to properly convey meaning is by making messages memorable. In order for a message to be memorable, it must have the ability to be summarized briefly. It should provide guidance regarding how individuals are expected to perform, what rules bind them, and what organizational and cultural norms apply.
- Communicate Consistently
- Another way to properly convey meaning is by communicating consistently. If you deliver a message to a subordinate and then change your mind (thus delivering a second message) – then maybe even a third - is it really possible to effectively convey meaning?
- Time Messages Appropriately
- Another way to properly convey meaning is by timing messages appropriately. An improperly timed message will undoubtedly be lost. A common rule is that key messages should be communicated either earlier-on within a discussion or late within a discussion (as those tend to be the freshest in the mind).
- Choose the Proper Communication Style
- Finally, in order to properly convey meaning one must deliver a message in the proper communication style. Some messages can be more influential if communicated in person. Other messages may be more effective in written form. Adjust your communication style according to your objective.
In conclusion, the ability to convey meaning is an important part of the leadership process. A leader that can communicate effectively, and that can convey meaning, is one that will be more successful and influential. The next time you intend to communicate an important message, take a step back and ask yourself: “am I about to communicate memorably, consistently, at the right time, and with the right communication style?” If you utilize these checks before you deliver a message, you will likely communicate effectively and properly convey meaning.
Posted by Aleksandar M. Velkoski on February 22, 2009 under General Leadership, Leadership Development, Power & Influence |
A few weeks ago we discussed Power and Influence. We first defined power and influence and then identified several key sources of leadership power. I’d like to go back to our discussion of power for a moment so that we can cover, more specifically, expert power. Expert power is power that manifests itself in knowledge, information, and understanding. It is power that is demonstrated through making sound decisions. Expert power is most probably the greatest influencer on followers. And, it is, as a result, almost certainly the most effective source of power. When someone says “knowledge is power,” they’re definitely not being deceitful.
It seems as though followers are most persuaded by leaders that have the right answers. Take a look around your organization for a moment. With whom do most individuals show agreement? With whom do most individuals show disagreement? If your organization is like most others, then you’ll notice that individuals most agree with someone they observed succeeding. And, they most disagreed with someone they observed failing. Why does that matter? It matters because those with the knowledge and expertise are, most of the time, the ones demonstrating solid judgment and decision making and thus are the ones succeeding. Consequently, it is those individuals, the ones that exert expert power, that most influence others within the organization.
Below are a few examples of how you can apply expert power:
1. Give sound technical suggestions.
2. Share your experience and knowledge with others.
3. Share your training experiences with others.
4. Provide others with good career advice.
5. Provide others with technical aid.
Before you can apply expert power, however, you must gain it. Part of gaining expert power relates to how heavily you can immerse yourself in study, experience, and training. It’s pretty hard to give sound technical suggestions and assistance if you’re not technically adept. Likewise, it’s pretty hard to provide others with good career advice if your career is heading nowhere. Expert power is something that each and every one of us can gain. Over time, who is, and who is not, the “expert” within your organization changes. And, there are various experts for various topics. Take advantage of that. However, you have to be proactive. You have to be proactive in gathering the knowledge, experience, and skills that you need to become an expert. If you intend to have any influence over others, consider expert power.
Posted by Aleksandar M. Velkoski on January 30, 2009 under General Leadership, Leadership Development |
Below is my first book review for The Prime Leader. Within my book reviews, I’ll usually cover a section on general reactions and a section on most valued topics / concepts. I hope you enjoy it:
I. General Reaction:
Goleman, Boyatzis, and McKee (2002) began Primal Leadership with a concept so simple, yet so effective, that it captivated my mind from the
beginning to the end of the text: “Great leaders move us” (p. 3). My immediate reaction was to reflect upon a leader that had “moved” me in the past. Goleman et al. (2002) continued, “They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions” (p. 3). My mind suddenly shifted from reflecting upon a leader that had “moved” me in the past, to analyzing the mindset of that leader – one so able to ignite my passion and stimulate my senses. I asked myself, what was the common denominator? To my surprise, the common denominator was, in fact, emotions.
Throughout Primal Leadership, many concepts of great importance were discussed (and we’ll get into those topics in the next section of this review). From my take, however, the general structure of the text, as well as the order of sub-topics presented, was quite impressive. Primal Leadership was not only captivating, but also exciting, informative, and well written. The progression of information provided was manageable, simple, and complex – all at the same time. I would, most definitely, recommend this text to any colleague, family member, or friend interested in developing skills in emotional intelligence (EI). I’m glad that I purchased this text because it will, absolutely, be a “keeper” in my book collection.
II. Most Valuable Three Concepts:
The first concept that I found most valuable within Primal Leadership was the concept of resonant and dissonant leadership. Goleman et al. defines resonance as leadership driving positive emotions (p. 5) and dissonance as leadership driving negative emotions (p. 6). These concepts are extremely important, especially if you consider how Goleman et al. defines EI: “how leaders handle themselves and their relationships” (p. 6). EI, or at least EI that works, will logically follow strategies of resonant leadership. Picture in your mind, for a moment, a situation where a leader has utilized resonance to drive your behavior. What was the outcome of that moment? Were you more productive, or less productive? How did you feel? Did the leader achieve his goal? What were your group dynamics? In most cases, the answers to the questions outlined above would be positive. The answers would be positive because resonance is, by definition, leadership that drives positive emotions. If we are driven by positive emotions, positive outcomes will follow.
The second concept that I found most valuable within Primal Leadership was the concept of the four emotional intelligence domains. Goleman et al. defines the four EI domains as self-awareness, self-management, social awareness, and relationship management (p. 39). These four domains are essential to understand, and put into practice, in order to harness the power of emotional intelligence. Self-awareness is having a deep understanding of your emotions, as well as your strengths and weaknesses (Goleman, Boyatzis, and McKee, 2002, p. 40). Self-management is knowing your emotions, and being clear about your purpose (Goleman et al., 2002, p. 45). Social awareness is empathy (Goleman et al., p. 48). And, finally, relationship management is persuasion, conflict management, and collaboration (Goleman et al., p. 51). Taken together, it is clear that the four EI domains support resonant leadership. And, it’s clear that resonant leadership is the key to emotional intelligence.
The final concept that I found most valuable within Primal Leadership was the concept of self-directed learning. Self-directed learning requires first knowing your ideal self and then finding out about your real self (Goleman et al., p. 109). Goleman et al. summarizes self-directed learning as five discovers:
• The first discovery: My ideal self.
• The second discovery: My real self.
• The third discovery: My learning agenda.
• The fourth discovery: Experimenting with new behaviors to the point of mastery.
• The fifth discovery: Developing supportive relationships to make change possible (pp. 111-112).
Each discovery within self-directed learning allows an individual to grow closer to mastering the concept of leadership and emotional intelligence. Without self-directed learning it is impossible to become a resonant leader.
References:
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.
Posted by Aleksandar M. Velkoski on January 17, 2009 under General Leadership, Leadership Development |
Today I’d like to stick with the theme of leadership development. Early in our careers, technical skills drive our success. We triumph through our ability to be the best engineer, the best analyst, the best accountant, or the best project manager (for example). As time passes, however, we rely less on our technical skills and more on our ability to lead. By the time we’re promoted to management, the importance of our proficiency at the individual-contributor level decreases while, at the same time, the importance of our effectiveness in getting the best out of others amplifies.
In my last post I talked about the Action-Observation-Reflection model of leadership development. The A-O-R model outlines a way for leaders to learn from experience. Another method to learn from experience, which tends to be used in unison with the A-O-R model, is called “Double-Loop Learning.” Double-Loop Learning means confronting your own views about a certain topic or situation and allowing others to truthfully do the same (hence “double-loop”). It focuses on sharing power and ideas with others in an attempt to move in the direction of better communication and problem solving effectiveness. When used together with the A-O-R model, Double-Loop Learning allows leaders to enhance the efficiency of action, observation, and reflection. As individuals we tend to think in single frames and perspectives. But, how can we properly act, observe, or reflect with a single frame of reference and a single perspective? Double-Loop Learning allows leaders to move beyond single frames and perspectives into a more productive situation fostering wide frames of understanding and multiple perspectives. As a leader, you have to be open and you have to allow others to be open with you. If you can’t allow others to be open with you, then you’ll always run a high risk of making bad decisions and making bad judgments. That is one of the reasons Double-Loop Learning is so important.
Leadership Development also has a coaching angle. And, leadership coaching can be extremely valuable – especially if you find the right coach (one that utilizes an efficient and effective program specifically designed for you). Leadership coaching focuses on developing leaders through personal one-on-one interaction. Good leadership coaches spend time to get to know you and to assess your knowledge, skills, and abilities. They are not supposed to be experts in your business, but should hold expertise in the field of leadership. It’s tough to find the right coach (because not every coach is going to be right for you), but it’s an endeavor worth taking – especially if you’re serious about leadership development. There are ways to facilitate leadership development on your own – as in some of the examples that I’ve already talked about and some that I’ll talk more about in future posts. But, there will come a time when coaching could add significant value to the leadership process, to your business, and to your bottom line. You’ll know when the time is right. But remember: leadership coaching is not for leaders performing badly, it’s for leaders looking to enhance their leadership skills.
Posted by Aleksandar M. Velkoski on January 11, 2009 under General Leadership, Leadership Development |
Leadership development, like many other topics of leadership, can be controversial. I’m sure we’ve all heard the question, “are leaders born or are leaders made?” And, I’m sure we’ve all attempted to answer that question at one point or another in our lives. If leaders are truly born, then leadership development wouldn’t be necessary. If leaders are truly made, then any aspect of leadership can be taught to anyone, and anyone can be successful in the leadership process. However, neither of the above is true (or, at least, neither is fully true when it stands alone). We need leadership development because leaders are not born with all of knowledge and skills necessary to be effective. However, leaders are born with certain characteristics that help them increase effectiveness in the leadership process. It’s kind of like leaders are born with a varying level of leadership ability. Although this post is not intended to analyze whether or not leaders are born or made, it is intended to talk about leadership development.
One of the best ways to learn and to grow as leaders is to learn from experience. An often quoted model that talks about learning from experience is the Action-Observation-Reflection (AOR) model. This model states that leadership development is superior when we focus on experiences from an “action,” “observation,” and “reflection” perspective. When a leader acts but does not observe the results of his action (or reflect on his action), learning from his experience is rather impossible. The model states that he must act, then observe the results of his actions, and then reflect on those actions to determine the successes and failures of the action. Only then will a leader be able to learn from his experience. To summarize:
Action:
Observation:
Reflection:
- What did you learn (and what are you going to change in the future)?
The Action-Observation-Reflection model is a simple, yet highly effective, model of leadership development. I often use this model not only in my professional life, but also in my personal life to learn from successes and failures in things like relationships, finances, and even faith. Incorporating the Action-Observation-Reflection model in both my professional and personal life has helped me learn from my experiences over time. It has not only helped me become a better leader, but also a better student, a better professional, and a better man. I highly recommend taking some time to learn, understand, and incorporate the AOR model in your life. My question to readers is, “how do you feel about the AOR model?” Is it something you would incorporate in your life (either professional or personal)? Maybe you use it today? How has it helped you? I’d love to hear your opinions of the model and/or any experiences you may have with it.
It is, often, very hard for us to stay positive. This is especially true during times of challenge and difficulty. For some of us, periodic challenge and difficulty can be exciting. For most of us, however, challenge and difficulty, especially prolonged challenge and difficulty, can be exhausting. Positive thinking and action can not only help us get through the challenges and difficulties of leadership, but also can help us embrace challenges in life, which may lead us to totally shift our perspective. I cannot stress enough the importance of positive thinking and action as an antidote to challenge, and as a prescription for long-term success.