Leading Change Blog
Leading Change Blog (119)
Friday, 19 July 2013 13:58
Cultivating Your Executive Presence
People are promoted into the leadership ranks every day. In the main, these leaders successfully competed against other qualified candidates, some of whom were probably just as experienced and smart. As often happens in judging one candidate over another, the decision most likely came down to degrees of “executive presence.” Presence: Often referred to as “bearing,” presence incorporates a range of verbal and nonverbal patterns (one’s appearance, posture, vocal quality, subtle movements)—a whole collection of signals that others process into an evaluative impression of a person. The concept of presence raises serious questions for anyone with ambitions of career advancement. If, as Malcolm Gladwell suggests in his book Blink, decisions are made intuitively, what do we need to know about…
Friday, 19 July 2013 13:54
Start Change Right and Create the Snowball Effect
To effect change, you must do something differently. Start change in the right way, and you’ll enjoy a snowball effect that helps your team, direct reports and even family members implement change. Business school professors Chip and Dan Heath cover the patterns all successful change efforts have in common in Switch: How to Change Things When Change Is Hard (2010). The Heaths avoid looking at the history of failed changes. Instead, they share stories of spectacular changes that worked because execution built upon prior achievements. In researching significant social, educational, governmental, marital and organisational changes, the professors came up with a framework that anyone can apply in real-world business situations. First Steps In many ways, the first small steps you…
Friday, 19 July 2013 13:53
Inspirational Images of Wildlife in the Queensland Floods
Amidst the tide of destruction left in the wake of the Queensland floods this month, a few unusual images of the local wildlife are emerging. These images tell inspirational stories of survival, hope, courage, tenacity and cooperation across all species in the face of adversity. Fox rides the tide of destruction on a floating tyre Man saves joey from drowning despite police warnings Frog hitches ride to safety on a snakes back
Friday, 19 July 2013 13:52
Beware ipad scam!
If you have seen a message from me in facebook about testing an ipad, don’t click on the links Ignore it and delete it from your account. I also recommend changing you facebook password. It is a scam. Di
Friday, 19 July 2013 13:47
Leadership and the Power of “Why”
Leadership and the Power of “Why” Many business books seek to define the qualities of great business leaders, while claiming that leadership can be learned. Yet few CEOs of top companies provide the truly inspirational leadership that leaves a legacy strong enough to ensure future sustainability. The situation is truly puzzling: Most candidates for senior leadership positions are highly qualified, experienced and deeply engaged in their work. Less effective bosses are commonly weeded out in the long run, and competent bosses are usually promoted. Why, then, do so many good managers lack the requisite leadership skills? Apparently, leadership is not easily learned or practised. Leading with Why Leaders who want to succeed should clearly communicate what they believe and why…
Friday, 19 July 2013 13:41
Facing Conflict Effectively
“When conflict is ignored– especially at the top– the result will be an enterprise that competes more passionately with itself than with its competitors.”— Howard M. Guttman, When Goliaths Clash, 2003. Managers spend an inordinate amount of time putting out fires, particularly interpersonal ones. A manager may spend 20 percent of his or her time managing conflict of one degree or another. As long as Western culture values democratic processes and individual freedom, there will be those who are encouraged to debate. This is not necessarily bad because innovative ideas often spring from those who refuse to “go along just to get along.” Left alone, conflict and interpersonal stress only get worse. However, companies that try to eliminate conflict are…
Friday, 19 July 2013 13:38
HR Opportunities November 2010
Posted on behalf of Howard Recruitment, Sydney 2134 – Global Rewards Manager : head of remuneration and benefits for global organisation in engineering/infrastructure consulting industry. Sydney CBD circa $230K 2131 – HR Manager : senior generalist role reporting to General Manager in manufacturing environment overseeing 1000 staff based in Smithfield, Sydney. Degree essential. Circa $170K. 2144 – HR Consultant : operational / business partnering responsibility for NSW/ACT client group of 250 non-unionised staff within global consulting/engineering firm. Lane Cove office. Degree essential. Circa $110K 2121 – HR Manager – 3 month contract : generalist operational role in manufacturing environment based in Smithfield, Sydney. Degree essential. Circa $110K. 2139 – HR Manager – 6 month…
Friday, 19 July 2013 13:32
The Magic Ratio of Positive to Negative Moments
According to the Nobel Prize-winning scientist Daniel Kahneman, each day we experience approximately 20,000 moments. A moment is defined as a few seconds in which our brain records an experience. The quality of our days is determined by how our brains recognise and categorise our moments — either as positive, negative or just neutral. Rarely do we remember neutral moments. There is no question that the memories of our lives are recorded in terms of positive and negative experiences. Now scientists propose that each day our brains — i.e. our thoughts and our emotions — keep track of our positive and negative moments and the resulting score contributes to our overall mood. Our emotional tone or mood is defined by…
Friday, 19 July 2013 13:23
10 Myths about Employee Motivation
Spend enough time in management meetings, and you’re destined to hear your fair share of managers’ complaints about their employees. But as these leaders vent their frustrations, they’re actually looking in the wrong direction. Here’s the real truth: If employees aren’t motivated, then we should look to their managers and organisational practices. Leaders who dismiss their teams’ grievances can sabotage staff performance and bottom-line results. If you want your employees to perform to their best abilities, take some advice from organisational behaviour expert Stephen P. Robbins, PhD, author of The Truth about Managing People (FT Press, 2007). Contrary to much of the misleading, generalised and inconsistent information found in business books, Robbins has researched human behaviour and provides practical advice…
