Leading With Impact

Leading With Impact
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Tuesday, 16 September 2014

Leaders are often faced with recurring emotional challenges at work—anxiety about conflicting priorities, fear of rejection, dealing with constant change, distress about workplace conflicts. The truth is, leadership can be lonely and many leaders can suffer silently. Being a leader means taking responsibility for using your strengths and developing new ones that contribute to your own performance and success both personally and professionally. Being clear about how you want to relate to others and taking the appropriate action to develop those relationships. Leadership is more about how you want to ‘be’ rather than about what you want to ‘do’. Leadership belongs to all of us. Leaders need a space to reflect and learn impactful strategies to improve their leadership so they can lead with confidence, inspire others, and make a difference. Maria is a champion of personal, professional and organizational success. With more than 10 years’ coaching experience and throughout her 25 years as a trainer, she has delivered hundreds of workshops to a variety of public, private, health, educational and non-profit organizations - positively affecting the personal and professional lives of thousands of individuals. Maria helps leaders get better results by helping them identify and change behaviors that limit their effectiveness. She coaches leaders to develop and leverage their skills so that they can maximize their potential as leaders. Maria brings a multi-disciplined focus to her work. She draws on the principles of positive psychology and neuroscience, emotional intelligence, goal setting and the application of motivational interviewing techniques. She has a passion for inspiring people to realize their full potential, helping to create thriving careers while maintaining a focus on life-balance, health and well-being. She helps people clarity their choices in life by helping them develop a strategy to move from where they are to where they want to be.

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Mr. Muhammed, you make a good point on the increasing impact of improving business information systems allowing more fact based strategic decision making then senior managers "following their gut" which is over 80% based on a McKinsey and Company survey conducted last year. However, whilst its valid in my view to say strategic decision making will become faster, leadership will go as fast as the slowest person in a leaders group. Trust is a great thing, but true support comes from active and proactive leadership... A good leaders knows his people and doesn't rest until his people have acheived success which can slow down the process when team members struggle. Its a timeless aspect of great leadership!
Last replied by John Mulhall on Tuesday, 27 January 2015
I couldnt agree more.. its like that for me with coding software. Its totally absorbing when I am coding... I truly love it!!.. I guess my inner geek is finally being rewarded.. LOL..
Last replied by John Mulhall on Tuesday, 23 December 2014
I think a great coach does not have to be a great player, he or she has to be a great communicator, understand people and have a good level of emotional intelligence and leadership skills. Combine this with reasonable technical ability and you have a great coach!..
Last replied by John Mulhall on Monday, 15 December 2014
Good worklife balance is key as is keeping one's ego in check. There has being times when I have had employees test my patience to its end degree and I have held my cool despite being purposesly provoked. The restraint worked out in exercise after work leads to a clearer and cooler approach to addressing bad behaviour as a leader focusing on the solution where I deliver in a collaborative manner my expections for employee improvement and how I will be inspecting same for improvement. I have had a number of employee corrections to make and they never get easier. However, my leadership ability has gotten better with experience of doing it right the first time and learning from my mistakes when made. The fact that I was always respectful but assertive in my approach has being important as the point I was making. When I earn my team mates respect we work better as a team, a more functional team allows me to time manage functional and project work better which gets done with less follow up of work or doing it myself as trust is earned back for delivering on promises. This cycle of improvement in the employee(s) corresponds to less time in remediation for me as a leader and thus increased abilities/limits as a leader.
Last replied by John Mulhall on Monday, 01 December 2014
110%
Last replied by Ali Agha Jafri on Tuesday, 25 November 2014
I saw an alarming survey back in 2011 that cited 38% of all high performing employees feel engaged in the workplace and the lower performers come in a substantially lower % rates. I think on this one, both employee and employer share the responsibility that leaves the employee dreaming of greener fields whilst underperforming in their roles. Some things to consider: Motivation - Why does the employee candidate want the job? What "motivates" them to want the job, apply for it and come in every morning to work??? Does the employer honestly offer the motivating factors the employee may or may not perceive in the role and/or the company?? Company Culture - Does the employee thrive in the organisational setting (organisational structure & company culture) or does the employee clash with it?? Role Description - Is the employee technically proficient to do at least 80% of the role? If so, is there any room in the role (not a promotion or a lateral move) to "stretch" and learn more to become fulfilled with new learning experiences in the following 2 years or so?? Personality fit - Is the employee personality balanced, engagable by the company's management style, company culture, team dynamics and business practices????? Is the personality functional to the role and position in the company? Team dynfunctionals - Are there any existing members of staff whom are habital trouble makers, spreaders of discontent in cycles of negativity to the point of getting fired and then winging back under management pressure? Are otherwise engagable employees being intimidated by powerful dyfunctional personalities whom always like to be the "power player"?? Weak Leadership - Is leadership assertive, skilled and timely enough to lead in an engaging manner that effectively addresses destructive dissent whilst delivering vision of the team's objectives in a manner that protects the tangible and intangible aspects of a productive team environment?? I could go on, but I think the above covers the basics as to why down the line, we see disengaged employees.
Last replied by John Mulhall on Saturday, 25 October 2014