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http://management.about.com/od/leadership/a/TalkingOutLoud.htm
The following article is reprinted by permission from The Kossoff Executive Advisory , November 2005 / Volume V, Issue 7 by Leslie L. Kossoff © 2005 All
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Rights Reserved Okay, I admit it. I'm tired. Tired of hearing people say, "I thought of that" but never said so. Tired of the "I knew that would happen" refrain but no forewarning to the people taking action. And that's from the executives and business owners. From the managers and employees at all levels, I'm tired of hearing that they're so disgusted because things keep going wrong - and they know what's right - but they never say. So, I'm tired of both the words and the silence. And that has put me on a quest. In more conversations, meetings and memoranda these days I find myself saying, "Say it. Say it out loud." Frankly, it doesn't matter what "it" is. What's important is that people at all levels stand up for their knowledge, experience and beliefs and say out loud what they know or think. Before it's too late - because unless pe
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http://sbinfocanada.about.com/od/professionaldevelopment/a/leadershiplawkb.htm
I frequently tell executives that leadership and its concepts, theories and core applications haven't changed in a millennium. Some of our demographics
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may have changed. This forces us to use alternative applications of those concepts. But the basic leadership concepts and theories remain. So, why don't we "just do it?" Sometimes we aren t motivated. Sometimes the "time" just doesn't seem right. Maybe we simply forgot some of the leadership skills basics... hence this article. When I train companies and corporations worldwide on how to improve management and organization performance, I start off with these five laws new and experienced leaders should never ever forget. Kevin's Leadership Skills Training Survival Kit for New & Experienced Managers Leadership Law #1: Never delay a decision that must be made. Make your decision and move on. You may have to immediately make another decision. This doesn't mean your first one was wrong. It merely means that your second one had the benefit of
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http://www.sonshi.com/learn.html
Sonshi.com's Sun Tzu "The Art of War" took over a year to complete. Countless hours were required to meticulously translate each individual character from
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the original Chinese text, cross referenced with six major English editions. Finally, an Art of War version you can feel good about reading! Tell a friend . A lso enjoy our translation using the auto scroller by clicking on any of the "S" items located to the right of each corresponding chapter below. A new window will open. To stop midway or when finished, close the window.
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http://www.infed.org/leadership/traditional_leadership.htm
Exhibit 1: Gardner’s leadership attributes John Gardner studied a large number of North American organizations and leaders and came to the conclusion that
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there were some qualities or attributes that did appear to mean that a leader in one situation could lead in another. These included: · Physical vitality and stamina · Intelligence and action-oriented judgement · Eagerness to accept responsibility · Task competence · Understanding of followers and their needs · Skill in dealing with people · Need for achievement · Capacity to motivate people · Courage and resolution · Trustworthiness · Decisiveness · Self-confidence · Assertiveness · Adaptability/flexibility John Gardner (1989) On Leadership, New York: Free Press. The first problem is that the early searchers after traits often assumed that there was a definite set of characteristics that made a leader - whatever the situation. In other words, they thought the same traits would work on a battlefield and in the staff room of a school.
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http://www.automation.com/sitepages/pid1649.php
If you’re an engineering techie, whether you’re a senior engineer or raw recruit, whether you’re an instrument technician or maintenance mechanic, you
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can enhance your job, your results – and your pay – by acquiring some leadership skills. We previously discussed the propensity for engineers to focus on details, rather than the overall, broad picture. And that's why too few engineers become leaders. I’d like to follow on with some positive ideas on what engineers can do to develop their own leadership skills. Understand the objectives A leader must understand goals and have the capacity to plan the steps needed to accomplish them. This does not imply trying to understand grand corporate objectives. It means projects and schedules within your own scope of work. And go beyond that, as far as you can: Who generated the need for this project? How was it budgeted? What are the maximum and minimum results expected? What is the real urgency? Success involves identifying the correct results re
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http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=254&articleID=75723EBE-B56F-8935-5E0DE8D46DE8C71C
Recently three high-powered executives defected from supermarket chain Tesco. It was the latest and most pronounced instance of the ferocious battle for
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brainpower sweeping through the boardroom. Across the globe companies of all sizes are having to face the fact that in tough times survival and success depend on attracting, developing and retaining key staff. Companies, like countries, are realising that their future prosperity depends not only on natural resources or even on financial capital, but as Fortune Magazine noted recently, on human capital. “We’ve lost some good people,” Tesco said when three of the company’s senior people left, “but we’ve also recruited some good people. That’s what happens in companies of our size.” Where organisations have a strong team at the helm it can limit scope for others to move up and head hunters are quick to prowl for younger talent just below main board level with a good chance of a senior job with another concern. The battle starts at the top
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http://www.nwlink.com/~Donclark/leader/leader.html
Soldiers patrol during a field training exercise in the final phase of the Primary Leadership Development Course in Kosovo. The course allows junior enlisted
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Soldiers deployed to receive the professional development training they need to become noncommissioned officers. - U.S. Army photo by Spc. Jorge Lozada.
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http://www.johnadair.co.uk/
is the world’s leading authority on leadership and leadership development. Over a million managers worldwide have taken part in the Action-Centred Leadership
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programmes he pioneered. John has had a colourful early career. He served as a platoon commander in the Scots Guards in Egypt, and then became the only national serviceman to serve in the Arab Legion, where he became adjutant of Bedouin regiment. He was virtually in command of the garrison of Jerusalem in the front line for six weeks. After national service he qualified as a deckhand in Hull and sailed an Artic steam trawler to Iceland. He then worked as a hospital orderly in the operating theatre of a hospital. After being senior lecturer in military history and adviser in leadership training at the Royal Military Academy Sandhurst, and Associate Director of The Industrial Society, in 1979 John became the world’s first Professor of Leadership Studies at the University of Surrey. Between 1981 and 1986 John worked with Sir John Har
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http://www.tipuake.org.nz/stories/program_management.pdf
© Te Whaiti Nui-a-Toi , Author: Peter Goldsbury Adapted from that originally published in the 2004 PMI Global Congress Proceedings – Anaheim, California
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1 Vision, Verbs and Tipu Ake Potent Visioning and Program Leadership Tools for growing Living Organisations Peter Goldsbury, Coordinator - Tipu Ake Team Abstract What can the exceptional performances of a tiny school and indigenous Maori community in the backblocks of New Zealand teach us about organisational visioning and real world program and project leadership? – Step outside the square and into their rainforest to find out. An organisation that confines itself to linear analytical processes to define its vision and manage the portfolio of projects it needs to move towards it, can struggle in the real environment of complexity, apparent chaos, interconnectedness, intense competition, change, uncertainty and ambiguity. Too often we treat organisations as a machine and try to micro manage at levels of detail far below the ambient noi
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http://www.slowleadership.org/blog/?cat=21
Here’s Saying “thank you” for work well done seems such an obvious action, both from politeness and as a (free, simple, and powerful) motivator. Yet it’s
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quite uncommon in many organizations, especially those afflicted by Hamburger Management. Maybe Hamburger Managers feel it doesn’t fit with their “hard guy” image? Maybe they just don’t have enough empathy or interest in others to bother? Here’s part of what the article said: Only one in 10 employees say their supervisors have said “thank you” for a job well done, according to a survey from global staff motivation consultants Maritz. Indeed, one in four are thanked seldom or never, and only 29 per cent get the occasional pat on the back. What’s interesting is that we get a very different picture from the bosses. They seem to be on another planet. According to the survey, 34 per cent of supervisors said they praise their “direct reports” every day and 37 per cent said they do it once a week. All of which suggests that bosses might thin
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