Blame and accountability
By Dr Brené Brown, bestselling American author, speaker and research professor specialising in vulnerability, courage, authenticity and shame.
Blaming others is one of the distinctive characteristics of a victim. Part of the leader’s job is to deal with victims wherever they are and whenever they arise. Legitimate Leadership has developed an exceptionally powerful tool for leaders to deal with victims called the Gripe to Goal process.
Knowing why you do what you do
By Simon Sinek, US author on leadership and motivational speaker.
How do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, they’re more innovative than all their competition. And yet, they’re just a computer company, like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media.
The Captain’s Kiss – Good leaders make you feel safe
By Simon Sinek, US author on leadership and motivational speaker
Captain William Swenson was recently awarded the US Congress’s Medal of Honor for his actions on September 8, 2009. On that day, a column of American and Afghan troops came under ambush. Among many other actions, Captain Swenson was recognised for running into live fire to rescue the wounded and pull out the dead.
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By Captain David Marquet, based on his book, Turn the Ship Around!
Marquet received a posting as a commander (US Navy) of a large nuclear submarine. This submarine was due to be deployed in six months. He had been trained on a previous (smaller) submarine for a year, and his subordinates had been trained to follow him. He realised he had a problem if he was to make his new submarine safe in six months so he called his subordinates together and told them there was a problem.
The way we think about work is broken
TED talk by Barry Schwartz, American psychologist and author of The Paradox of Choice
Why do we drag ourselves out of bed every morning to work? Because the work we do is challenging, engaging, stimulating, meaningful, important?
Why is it that for the overwhelming majority of people on the planet, their work is monotonous, meaningless and soul-deadening? Why is it that as capitalism developed, it created a mode of production of goods and services in which all the non-material satisfactions that might come from work were eliminated?
By Dan Ariely
Ignoring the performance of people is almost as bad as shredding their efforts in front of their eyes. Showing interest in people’s work does not take much effort, and is motivational.
Also motivational is for employees to have a perceived meaning from their work, and for their work to be the result of striving. Just as people see much more value in their own children than others do – probably because of all that they have put into them – so we see much more value in work that we strive for more.
By Margaret Heffernan, businesswoman and author of A Bigger Prize: How We Can Do Better Than The Competition, and other books.
Organisations are often run according to “the superchicken model”, where most value is placed on star employees who outperform others. This nomenclature derives from a study which examined groups of chickens for productivity and siphoned off super performers to see whether they performed better as a group, says Heffernan.
By Italy Talgam
What role does the conductor play in making a great live concert? The joy is about having other people’s stories being heard as well in the music, according to Itay Talgam. But not all conductors conduct in the same way, or control the process in the same way. He shows videos of different great conductors and their styles – and gives his ideas on what control means.
Many people would feel it would be arrogant to be called “a leader”. We have made leadership into something bigger than us, into something beyond us. We’ve made it about changing the world.
Maybe sometimes that we spend so much time celebrating amazing things that hardly anybody can do that we’ve convinced ourselves that those are the only things worth celebrating, and we devalue the things that we can do every day.