Much of your brain is hardwired from birth. Our primitive reflexes make us hyper-alert for bad news. Our brains detect negative information faster than positive information, and we have a stronger memory for painful experiences than pleasurable ones. This hardwiring ensured the survival of our ancestors.
But the world has changed, and we now know more about how our brains can best help us in today’s world. Studies in brain science have revealed that our prefrontal cortex provides thinking processes that allow us to override the primitive instincts that no longer serve us. It gives us the ability to make choices about our behavior – IF we are intentional.
Brain science shows us the old excuses don’t hold up.
Far too many leaders are . . . → Read More: What Brain Science Can Teach Us About Leadership
Considering the compelling case for the value of vision, it’s strikingly absent these days.
Recent research by Kouzes and Posner demonstrates that “being forward-looking is the quality that most separates leaders from individual contributors.”
However, “it’s something that too few fully appreciate, and too many devote almost no time to developing,” says Jim Kouzes.
What happened to vision? Where has she gone?
She held so much promise 30 years ago when people like Warren Bennis, Peter Senge, Jim Kouzes and Barry Posner first brought her to our attention.
Did she get worn out? Did she grow old and tired? No, it’s worse than that.
Vision has been prostituted.
By mission statements that are no more than meaningless marketing messages – We have covered her in . . . → Read More: Looking for Vision? She’s Out Walking the Streets in Stilettos
I had the pleasure of interviewing Doug Conant, newly appointed Non-Executive Chairman of Avon and the former President and CEO of Campbell Soup, where he led the company through a dramatic transformation, reversing the declining trend in earnings and employee engagement. Under his leadership, the company generated quality sales growth and some of the best employee engagement rankings in the industry for ten consecutive years.
I am delighted to be able to share Doug’s views on vision here. ~Jesse
What do you observe about people’s attitudes toward vision these days, Doug?
One thing I’ve observed in all of my speaking, from millennials at Google to boomers at Vanguard, is that people today are less interested in the vision and more interested in “how to.” . . . → Read More: The Value of Vision Series – An Interview With Doug Conant
Recently a senior executive asked me to help him with a vision statement. He saw this as an activity that needed to be completed. Although he wasn’t clear about his vision for the company, he just wanted help writing a good statement that would satisfy the board. I don’t think he’s unusual.
I’ve been wondering what happened to vision. It used to be sexy. Is it considered outdated in the context of today’s fast-paced, ever-changing world?… have we “vision experts” failed to communicate it well enough?… have we failed to show how vision links to daily work life? … is the term so overused that it has lost its meaning? Or am I wrong and it’s alive and well?
The Future Is Not What . . . → Read More: The Value of Vision Series – Introduction
Most of us know what Supervising Closely looks like. It’s doing things like:
Setting goals. Telling what needs to be done. Explaining how to do it. Setting timelines. Checking progress. Providing frequent feedback.
And most of us know what Delegating looks like:
You leave them alone and let them do their job.
If you want to be an effective leader, you need to be able to hang out in the space in the middle.
It doesn’t work when you try to jump over that space.
When you jump from Closely Supervising to Delegating.
Nancy decided to delegate her calendar to her new assistant. Her assistant took over scheduling like any other activity – she efficiently . . . → Read More: The Space Between Supervising Closely and Delegating
I just arrived in Sarasota, Florida for my 5 Around Retreat. Twenty-three years ago, we began meeting as a group of high level executives and consultants with the intent of using each other as resources to address… . . . → Read More: Why My “5 Around” Group is Important to Me and Why You Should Start One
I first became aware of Les Hayman in July 2012 when I read his excellent guest post for Gurprriet Siingh – “Transforming HR – How a CEO did it.” Les was uniquely qualified to write this post. Having served as Chairman and CEO of SAP EMEA (Europe, ME, and Africa) and President and CEO for SAP Asia-Pacific, and a member of the SAP Global Board, Les was asked to delay his retirement for two years to take on the role of Global Head of HR, responsible for all of SAP’s Human Resources activities worldwide.
I was quite impressed with his astute observations and the lessons he shared, and I immediately subscribed to Les Hayman’s Blog. As a regular reader, . . . → Read More: What I Wish I Knew as a CEO That I Learned Later in HR
The results on her 360 feedback were troubling… for her boss… but apparently not for her. Susan was delivering great results, and she knew it. She had successfully led the effort to launch three new products since she had joined the company two years earlier. Bright, ambitious and well-educated, Susan had a clear career path in the company.
She was surprised her direct reports had rated her so low on empathy, managing emotions and providing feedback, and she reluctantly agreed when her boss suggested she work with a coach.
Susan hit the snooze button on her wake up call.
After a few coaching sessions, Susan decided she was too busy to continue and that she could resolve the issues on her own. Indeed, things did . . . → Read More: How To Answer a Wake Up Call
It’s been over 10 years since the dismal results of the Gallup employee engagement study were first reported by Marcus Buckingham. Since then, the term “employee engagement” has become common place. With such a strong focus on its importance and over a decade to address the issues, it would be reasonable to expect improvement.
But the news is not good. The results of The 2012 Towers Watson Global Workforce Study indicate that 43% of the global workforce is either detached or actively disengaged.
If you are a manager, these numbers should alarm you. Perhaps you’ve had discussions about it or even tried to do something.
But before you focus further on your employees, it’s a good idea to take a step back and . . . → Read More: First Engage Yourself: 7 Ways to Increase Your Own Engagement and Satisfaction