Are you a rebel? An explorer? A knight?
- Be a rebel: Daskal advises you to encourage your inner rebel. A rebel is confident thanks to his or her capabilities and competencies. “But when times are challenged or stressful or disagreeable, a leadership gap can emerge and leave even the most confident rebel feeling like an imposter,” she adds.
- “This self-doubt can cause havoc within an organization, and it won’t allow you to lead effectively. You can leverage any self-doubt you feel by concentrating on your capabilities and competence, and focusing on the positive things you have accomplished.”
- Be an explorer: It’s important to find new, uncharted waters for your business. Intuition fuels this exploration, and it’s helpful to be able to let things go in order to make room for new things.
- The danger is becoming a manipulative exploiter out of a desire to control and micromanage. “To win out, you must invite your intuition to take you to the next level, and learn to leverage the moments when you want to take control,” she says.
- Be a truth-teller: Effective leaders speak with candour and honesty, in good times and bad. The gap she identifies here is when deceit creeps in through half-truths and withheld information. That leads to suspicion and doubt, so try to stick with truth.
- Be a hero: You need to be brave and courageous when others are timid and fearful. The reverse is when you know about problems and fail to try to fix them, becoming a bystander. “Be the hero of your business and take the courageous actions that are necessary for success,” she urges.
- Be an inventor: Leadership involves an inventor’s mindset, seeking improvement and, indeed, excellence. The potential gap is the temptation to cut corners, opting for faster and cheaper, hoping no one will notice. But she insists excellence, integrity and invention are priceless assets that pay great returns far into the future.
- Be a navigator: Your role requires steering and guiding others through the shoals ahead. As you prove adept, people will trust you. “But some leaders feel the need to fix every challenge and every crisis, and this gap can cause them to come across as arrogant.
- They tell people what to do instead of guiding them -- they bark out commands instead of utilizing others’ talents and strengths. The best leaders coach and guide their people instead of trying to fix them, which results in disempowerment and resentment. To gain trust and respect, be a navigator instead of a fixer,” she writes.
- Be a knight: Loyalty was part of the Code of Chivalry for King Arthur’s knights. It’s important in organizations, as well. The gap to guard against is becoming a self-serving mercenary who appropriates the efforts of others, loyalty being only to oneself.
- “A self-serving leader, however, is not truly a leader,” she warns.
“Before you know it, the corporate culture simply perpetuates these values no matter how many thoughtful articles try to convince them that these are the very things that drive down their employee engagement (and drive up their employee turnover costs),” she says.
The feeling is that top execs need to improve their leadership presence, but that’s less necessary for middle managers.
- It is part of my job.
- I’m doing performance reviews.
- I need documentation for their file.
- I am expected to give feedback.
- People need to know how they are doing.
- I want my team members to succeed.
- When people know where they stand, they know how to keep growing.
- People need (and deserve) feedback.
- To add value to others, one must first value others, says noted life coach John Maxwell.
- When your resume is emailed to a prospective employer as an attachment, the recruiter will probably only see the top half, at most. That’s the part to lavish special attention on to persuade them to dig deeper, says resume writing specialist Andrew Fennell.
- While overseas travel promotes mental flexibility in executives, leading to greater creativity, new research suggests the exposure to different cultures and outlooks can lead to moral laxity. One study of MBA students found that the number of countries participants had lived in -- as opposed to the amount of time they had lived abroad -- predicted their willingness to use immoral negotiation tactics.
- From famed analyst Mark Meeker’s 2017 Internet trends: Global smartphone growth is slowing, with shipments increasing only three per cent, and voice is beginning to replace typing in online queries, with 20 per cent of mobile queries made by voice in 2016.
- Four questions leadership development consultant John Spence suggests asking yourself before you speak:
- Do I really want to say anything right now?
- Is what I am going to say adding any significant value to the conversation?
- Is what I want to say helpful, or am I just talking to talk about me?
- Do they want my advice or simply for me to listen to them?
We had great depth and experience in commercial real estate and the right culture for success, but we needed a broader range of strategies to better serve our clients and move to the next level as an investment manager.
We’ve blended our leadership teams at different levels and we’re actively working with Sun Life Investment Management’s other affiliated companies. And more symbolically, our Toronto-based teams now sit across from one another, having moved into a shared space at our new Canadian headquarters at 1 York Street in downtown Toronto.
At our employee forums, in our ongoing communications, we talked about the importance of continual change and, in particular, always looking forward; acknowledging our history, but not getting trapped by it; and embracing the concept of restlessly and relentlessly reinventing ourselves, because the business world is littered with the shells of organizations that didn’t.
But it made the transition that much easier. When we announced the acquisition by Sun Life Financial, it wasn’t seen as “the one” change, but simply as “the next” change. There was no crisis or failure – just our organization’s continuous evolution, and I think we did a good job of laying that foundation.
Like us, they’re exceptional fiduciaries and understand the importance of putting the interests of clients first. They also understand the importance of providing their employees with growth and career-advancement opportunities – a core business belief for us.
And they understand the forces that affect our business – namely that as a long-term asset class, sustainability is essential. This goes far beyond environmental issues, which are critical, to issues of social engagement and sound governance. We don’t ride short-term momentum swings – we’re looking for investments that have lasting value. From our experience working with them, we knew that Sun Life Financial shared that vision absolutely.