6 Practices to Help Leaders Grow

leadership growth

Stand Out as Leader

To stand out and make a big impact as a leader, you need to be well-versed in fundamental leadership skills.

Ron Ashkenas and Brook Manville are the authors of a new book from Harvard Business Review Press entitled The HBR Leader’s Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level.  The book is a back-to-basics primer for both aspiring and experienced leaders, which describes the fundamental leadership practices: Creating a unifying vision, shaping strategy, building a great team, driving for results, innovating for the future, and leading yourself. The authors, both respected leadership experts and consultants, based the book not only on their own experience but also on interviews with over 40 successful leaders and a review of the most enduring themes and seminal articles that have appeared in Harvard Business Review in the past several decades.

 

“A leader’s role is to raise people’s aspirations for what they can become and to release their energies so they will try to get there.” -David Gergen

 

Back to Basics

Why a “back to basics” leadership book now? With so many new leadership books and articles every year, why a new Leader’s Handbook from Harvard Business Review?

Brook:  We wrote this book to give the pendulum of “leadership” a needed push back towards its timeless and pragmatic origins: leadership defined as achieving a significant impact by building an organization of people working toward a common goal.

In recent years, leadership as a discipline has expanded to include not just a lot of gimmicky and ephemeral concepts but also a wide variety of basic self-improvement techniques: how to make checklists to order your day, how to stand before an audience to project authority, how to resist the temptations of too much social media. Such advice can be helpful but can distract rising professionals from the bigger picture of why leadership ultimately matters and what they should aspire to.  We wanted to take leadership back to its historical meaning and show would-be leaders the value of tried and true practices that can help them make a real difference in whatever they are trying to accomplish with other people.

In addition, getting back to the fundamentals, as we write in our book, will heal several myths or misconceptions that have arisen about leadership: That there’s only one “model” of leadership, based on specific traits and behaviors; that leadership is only about one’s self and character, and not building, inspiring, and aligning an organization; that leadership is so different from “management” that leaders don’t have to understand operations and deliver regular results; that leadership no longer matters in a world of networks and less-hierarchical enterprises. Successful leaders, through history and into the most productive organizations today, demonstrate otherwise.

 

“Dreaming big and having the courage to pursue those dreams – despite the risk – is essential for leaders.  But you also need to get others to share your dreams, vision, and purpose.” -Ron Ashkenas, Brook Manville

 

6 Practices to Help Leaders Grow

How to Lead with Joy with Richard Sheridan

Click above to watch our video interview.

The How of Great Leadership

 

There are some books that I read, perhaps take a few notes, and then move on. There are others that are dog-eared, have my notes in the margin, and become reference guides. Today I am sharing one of those books.

This is one that I will recommend to aspiring leaders everywhere. It’s written by Richard Sheridan, CEO and cofounder of Ann Arbor-based Menlo Innovations. Menlo has won the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility for six straight years and many other awards.

Richard’s philosophy and focus are similar to my own. He zeroes in on culture, on servant leadership, on self-understanding, and on teaching others to lead. After reading his new book, Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear, I was pleased to continue the conversation. Watch our interview to learn more.

 

“A man is what he thinks about all day long.” -Ralph Waldo Emerson

 

“If we encourage people to build relationships in a safe environment where they feel valued, not threatened, the masks can start to come off.” -Richard Sheridan

 

“I always like to look on the optimistic side of life, but I am realistic enough to know that life is a complex matter.” -Walt Disney

Increase Your Resilience to Thrive in a Turbulent World

Resilience

Increase Your Resilience

Most of us are surrounded by more stress than ever before. It often starts the minute we get up as our devices feed us headlines. Our jobs require instant and continued results, and yesterday’s accomplishments seem to be remembered less and less.

Ama Marston and Stephanie Marston’s new book, Type R: Transformative Resilience for Thriving in a Turbulent World, is a thoughtful and inspirational guide to thriving during stressful times. Type R’s use challenges to innovate and grow.

I recently spoke with Ama Marston about her research into resilience. Ama is an internationally recognized leadership expert who has worked on five continents with global leaders. She is also the founder and CEO of Marston Consulting.

 

“And onward full tilt we go, pitched and wrecked and absurdly resolute, driven in spite of everything to make good on a new shore.” -Barbara Kingsolver

 

You start your new book with a gripping account of a car accident that impacted your lives. How did this awful accident impact your life’s work and result in this book?

For my mother, the process of having to recover from sever injuries and learn to walk again ultimately shaped her path to becoming a psychotherapist and stress expert. I was three at the time, but the accident also forged an even stronger lifetime bond between the two of us.

Decades later that led us to support one another while each of us separately faced the financial crisis as business owners, the ups and downs of entrepreneurship, family and health crises, etc. Through ongoing conversations we supported one another and also sought to better understand the convergence of personal, professional, and global turbulence. These challenges were something we were facing ourselves, but that we were each seeing in our respective professions. This was occurring in corporations and in the halls of the United Nations. It was on the minds of our clients and colleagues, global leaders, and our friends and family. So, while it took decades for the impacts of our car accident to come full circle, in some respect it planted a seed for a lifetime of learning about Transformative Resilience together and ultimately collaborating and writing Type R.

 

“In the middle of difficulty lies opportunity.” -Albert Einstein

 

Reframe Adversity

How Increasing Rapport With Yourself Powers Your Leadership

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Increasing Rapport With Yourself

Building rapport with yourself is not often mentioned as a skill important to leadership, but it should be at the top of the list.

Christine Comaford is a serial entrepreneur who has built and sold five companies. She’s a columnist for Forbes, the bestselling author of SmartTribes and Rules for Renegades, and a leadership coach. Her latest book, Power Your Tribe: Create Resilient Teams in Turbulent Times shows you how to bring a tribe together to tackle challenges.

 

Know Who You Are 

Why is it important to increase rapport with yourself?

Knowing who we are, what makes us tick, what triggers us is essential in order to lead effectively. To do this we must become more emotionally intelligent. There are two aspects of emotional intelligence: 1) Personal Competence: where we understand what we’re feeling and how to regulate/navigate our emotions and 2) Social Competence: where we discern what others may be feeling and how to navigate their feelings. Personal Competence is a precursor to Social Competence. The greater the rapport we have with ourselves, the more we understand our feelings and can navigate them, the more we can respond to what is happening outside of us versus compulsively reacting. The greater the rapport we have with ourselves, the more curious and compassionate we can become with others and their, at times, challenging behaviors.

How to Become a High-Stakes Leader

Become a High-Stakes Leader

When the stakes are high, that’s when we need the very best in leadership. Why do some leaders succeed and others fail? Why do some not only survive a crisis, but use difficulty to produce incredible results?

These questions are tackled by Constance Dierickx, PhD in her new book, HIGH-STAKES LEADERSHIP: Leading Through Crisis with Courage, Judgment and Fortitude. She shares how to lead with the type of courage that makes you stand out.

I recently asked her to share her insights on high-stakes leadership.

 

“Courage is the first of human virtues because it makes all others possible.” -Aristotle

 

What do you mean by High-Stakes leadership?

A high-stakes leader is someone who is successful when risk is high and visibility is low.  New ventures are an example, whether they are for a new product, service, geography or method of production. Top leader changes, mergers and crisis are also examples of high-stakes situations.

Leaders who get good results achieve value on multiple fronts. As Jim Kennedy, Chairman of Cox Enterprises says, “It can’t be just about the money.” In a crisis, we need only compare the recent leadership failure at Equifax with the response of The Home Depot in a similar circumstance, a breach. The response of these two companies was wildly different. Frank Blake’s actions are a model of what to do.

My book talks about what leaders in high-stakes situations should do and provides examples from a wide range of organizations. I also talk about what gets in the way of leaders. Invisible traps include the human cognitive system, which is not a completely rational system. Our human limits lead us to make mistakes that may look foolish but can be the result of cognitive limits, the effect of emotion on decisions, the context or our own habits of avoiding anxiety.

There is an additional factor, which I include in my forthcoming book Breaking Up Is Hard to Do, in which I focus on mergers, acquisitions and divestitures. That is when we wrongly assign value to opportunities, risk, timelines, market size, and so forth. It’s one thing to think something is low risk and be right and quite another to believe risk is low when it isn’t. Even smart people can be blind when making evaluations, a part of leading. We don’t have measures for everything, and even when we do we aren’t always measuring what matters.

Perhaps the greatest risk of all is in thinking we are operating in a safe zone and being complacent.

 

“The greatest risk of all is in thinking we are operating in a safe zone.” -Constance Dierickx