More often than not in professional football, we hear managers talking up their team’s chances prior to the start of the season, demonstrating a hundred per cent belief in its ability to succeed and fulfill the expectations of their supporters. Continue reading
More power to you! Leaders have always been keenly interested in power and how to use it in their organizations. But what, exactly, does that mean? There are lots of kinds of power and many ways to use it (and abuse it). Few rise to important positions in their organizations without the ability to skillfully use power to advance their agendas. Historically, much power was of the “do it my way or else” variety. Most leaders today, however, recognize the limitations of that strategy.
In a recent study conducted by the Center for Creative Leadership, researchers found most leaders believe the kind of power that will be most important to the future of their organizations is relationship power. The researchers concluded that, “Survey respondents recognized the power of relationships as a source of power they frequently leverage today, and a source of power they believe will be important to leverage in the future in order to be more effective leaders.” Continue reading
In this talk Brene Brown discusses the power of vulnerability. She examines the significance of “worthiness” and claims that this trait is the primary difference between persons who have a strong sense of belonging and those who struggle to make social connections. Brown argues that persons with a deep sense of worthiness have the courage to be imperfect, the compassion to be kind to themselves as well as others, connection as a result of authenticity, and… they fully embrace vulnerability.
In a fascinating talk, Simon Sinek discusses the fundamental differences between “leaders” and “those who lead.” He proposes his theory of the golden circle and asserts that “those who lead” are able to build a fiercely loyal following because they focus, not on what they do, but why they do it. He references great leaders, innovators and corporations such as Martin Luther King, the Wright Brothers and Apple, who influenced the world simply because they were able to attract and inspire people who shared their beliefs.
American psychologist Barry Schwartz makes the case that while having some choice is good; having too many options can promote paralysis and dissatisfaction. He argues that excessive, complicated choices can lead to regret and anticipated regret, opportunity costs, escalation of expectations and self-blame. Schwartz also discusses global economic problems and proposes income redistribution between societies with too many options and those with too few options, resulting in significant benefits for everyone.
