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Found 12 results

  1. Mindful leadership is an approach in which you consciously cultivate your ability to be present, open-minded, and compassionate when interacting with team members – and you show the same consideration to yourself. Mindful leaders don’t need to motivate through fear or manipulation because their people are self-motivated. By cultivating self mastery, mindful leaders are able to navigate stressful situations with calm and clarity.
  2. According to a McKinsey survey, the pandemic accelerated the adoption of digital technologies globally by several years, pushing companies to migrate to the cloud, adopt distributed work models, and digitize their offerings. While ultimately positive, these changes were largely reactive. In order to shift their processes, many companies pressed pause on initiatives to drive innovation and instead focused solely on keeping the lights on in their businesses. For some, it was just the decision they needed to survive the economic squeeze of the pandemic. For others, it was the wrong choice – allowing competitors to gain critical headway. It’s never easy to choose between managing change or driving innovation within your organization. But with more changes on the horizon and rising competition promising stormy weather ahead, companies will increasingly have to make that same difficult choice. Here’s how you can plan your innovation journey – even when you can’t predict the weather.
  3. Leadership styles, just like everything else, evolve over time. So what’s your personal style? Do one of the “classic” leadership approaches resonate with you? Or do you find that a more modern leadership theory is a better fit? Take our quiz to find out which of the traditional leadership styles you naturally gravitate toward. Then, refine your approach to leadership by stealing a few techniques from both the old-school and new-school leadership theories.
  4. It seems that the terms "leader" and "manager" are used a bit casually when you look at role descriptions and titles. The thing though is that they are not interchangeable, but actually have a very distinct definition in my opinion. Leaders lead and managers manage after all and those are two different skill sets. Are you a project manager or project leader? That is a question almost no one ever ask, because in most people's mind they are the same. I would argue however that it is not because for me there is a very big difference between someone who lead and someone who manage. A manager manage. "Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization. " - Wikipedia Someone with the title manager is often someone who do not directly interact with the people they manage. They handle things like finances, stakeholder communication and reporting. In many ways managers work upwards to satisfy the need of those higher up in the hierarchy. People are often handled indirectly by managers and focus is on delivery and the promise given to those higher up in the organization. Henri Fayol have a definition I think is quite accurate: "to manage is to forecast and to plan, to organize, to command, to co-ordinate and to control." Managers need strong skills in strategic planning and structured organization. As they often do not directly work with the people they manage they don't need strong charisma or empathic abilities. That is not to say that managers have these abilities, just that it is less required than for leaders. Managers focus on the promise of delivery. A leader lead. "A leader is one who influences or leads others. Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also (within the West) United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task" Someone with the title leader is someone who directly interact with the people they lead. These are people who manage day to day activities within the team to ensure that the team are doing well. Leaders work downwards towards the team they lead and will shield them from the demands from those higher up in the organization. Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Erika Andersen, author of "Leading So People Will Follow," says, like most things – leadership capability falls along a bell curve. So the fact is that most folks who start out with a modicum of innate leadership capability can actually become very good, even great leaders. We can define a leader and someone who possess a degree of leadership. Leadership can be defined as "The act of inspiring subordinants to perform and engage in achieving a goal." In order to have others follow you, you need leadership skills and the respect of those that you lead. Empathy is a crucial skill as is charisma and compassion. As a leader you are also responsible for the promise of delivery and need organizational and strategic planning skills. It is just less required than for a manager. Leaders focus on the promise to take care of the people. Blurred lines between manager and leader. It may seem that I make a hard distinction between managers and leaders. I know that the lines between the two are not as cut and dry as this article may suggest. Many managers are also great leaders and many leaders are great managers. The point I try to make is that the titles are not interchangeable, but they actually have a definition. I think this is important because as long as we mix these roles when describing what role we actually are looking for, then we will continue to get the wrong skill set. This is even more confusing when adding a role definition based on an ability such as leadership. Are you a sword or a shield? This is a question I often ask when someone tell me they are a manager or a leader of some sort. Being a sword means that you will sacrifice the people to fulfill the promise of delivery. A shield on the other hand will protect the people even if it means sacrificing the promise of delivery. Both of these types of managers are needed in an organization and you can often see the correlation when an organization are over representing one of the two. To many swords lead to a detached workforce and health issues among the teams. To many shields lead to difficulties to grow and economical issues. In my perfect world we have a mix of both types throughout the organization. A higher focus on swords are at the top of the hierarchy and a higher focus on the shields are at the bottom. If we combine this with good communication and an organization model that focus work, then you have a perfect work environment. So...are you a manager, or a leader?
  5. Trust and cooperation are not standard in our organizations and yet we know they should be. There are two attributes that every single leader has the opportunity to possess that will help them create the types of organizations we would be proud to call our own. Those two attributes are EMPATHY & PERSPECTIVE.
  6. Zington is one of the fastest growing and most successful companies within the Swedish consultancy industry. Our mission is to guide our customers in a digital world by offering expertise within Business, Technology & Experience. We believe our success is built on engaged and dynamic teams, focusing on each individuals' journey. Because strong individuals form unbeatable teams. Together we can create successful businesses, for us and for our clients. We call it Consulting made personal.
  7. Specialties: Development Environments, Eclipse and ecosystem, Clearcase, Clearquest,Quality Center, build systems, Symbian tool chain, Team leading, Management leading. Management of Open source tools/software in corporate environments.
  8. Praveen S

    Praveen Soundarrajan

    I am working on Atlassian applications like Jira, Confluence, Portfolio for Jira, etc. as a tool administrator and process and methods designer. Also have over 4 years of experience as a production support executive.
  9. Head of Claremont Enterprice Commerce (part of Claremont AB). - E-Commerce - Marketing I have 20 years’ experience from IT and more than 10 years’ experience from managing positions. My experience range from sales, leadership, strategy and business development. Over the last 10 years I have been responsible for companies and divisions with up to an annual turnover of more than 100 million SEK and the recruitment of more than 100 people. Wherever I work and whatever I do, I bring a positive, enthusiastic and we-can-do-this attitude.
  10. It seems that the terms "leader" and "manager" are used a bit casually when you look at role descriptions and titles. The thing though is that they are not interchangeable, but actually have a very distinct definition in my opinion. Leaders lead and managers manage after all and those are two different skill sets. Are you a project manager or project leader? That is a question almost no one ever ask, because in most people's mind they are the same. I would argue however that it is not because for me there is a very big difference between someone who lead and someone who manage. A manager manage. "Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization. " - Wikipedia Someone with the title manager is often someone who do not directly interact with the people they manage. They handle things like finances, stakeholder communication and reporting. In many ways managers work upwards to satisfy the need of those higher up in the hierarchy. People are often handled indirectly by managers and focus is on delivery and the promise given to those higher up in the organization. Henri Fayol have a definition I think is quite accurate: "to manage is to forecast and to plan, to organize, to command, to co-ordinate and to control." Managers need strong skills in strategic planning and structured organization. As they often do not directly work with the people they manage they don't need strong charisma or empathic abilities. That is not to say that managers have these abilities, just that it is less required than for leaders. Managers focus on the promise of delivery. A leader lead. "A leader is one who influences or leads others. Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also (within the West) United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task" Someone with the title leader is someone who directly interact with the people they lead. These are people who manage day to day activities within the team to ensure that the team are doing well. Leaders work downwards towards the team they lead and will shield them from the demands from those higher up in the organization. Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Erika Andersen, author of "Leading So People Will Follow," says, like most things – leadership capability falls along a bell curve. So the fact is that most folks who start out with a modicum of innate leadership capability can actually become very good, even great leaders. We can define a leader and someone who possess a degree of leadership. Leadership can be defined as "The act of inspiring subordinants to perform and engage in achieving a goal." In order to have others follow you, you need leadership skills and the respect of those that you lead. Empathy is a crucial skill as is charisma and compassion. As a leader you are also responsible for the promise of delivery and need organizational and strategic planning skills. It is just less required than for a manager. Leaders focus on the promise to take care of the people. Blurred lines between manager and leader. It may seem that I make a hard distinction between managers and leaders. I know that the lines between the two are not as cut and dry as this article may suggest. Many managers are also great leaders and many leaders are great managers. The point I try to make is that the titles are not interchangeable, but they actually have a definition. I think this is important because as long as we mix these roles when describing what role we actually are looking for, then we will continue to get the wrong skill set. This is even more confusing when adding a role definition based on an ability such as leadership. Are you a sword or a shield? This is a question I often ask when someone tell me they are a manager or a leader of some sort. Being a sword means that you will sacrifice the people to fulfill the promise of delivery. A shield on the other hand will protect the people even if it means sacrificing the promise of delivery. Both of these types of managers are needed in an organization and you can often see the correlation when an organization are over representing one of the two. To many swords lead to a detached workforce and health issues among the teams. To many shields lead to difficulties to grow and economical issues. In my perfect world we have a mix of both types throughout the organization. A higher focus on swords are at the top of the hierarchy and a higher focus on the shields are at the bottom. If we combine this with good communication and an organization model that focus work, then you have a perfect work environment. So...are you a manager, or a leader? View full blog article
  11. John Maxwell: The 5 Levels of Leadership A business executive. A softball coach. A classroom teacher. A volunteer coordinator. A parent. Whether you’re one of these things or all of these things, one thing remains true: You are a leader. But where are you on your leadership journey, and where do you go from here? Over John’s many years of teaching about leadership, that question exists at the heart of so many leaders. Everyone wants to know where they stand and how to get to the next level. Based on the 5 Levels of Leadership paradigm in his book, Developing the Leader Within You, and then expanded further in the book, The 5 Levels of Leadership, John will explain how leaders can understand and increase their effectiveness. To lead well, you must embrace your need for continual improvement, and the 5 Levels provide a leadership GPS to help you with your journey. You must know where you are, to know where you’re going. The 5 Levels at a Glance: Level 1: Position—Learning to lead yourself – through priorities and self-discipline Level 2: Permission—People choose to follow you because they want to; giving you permission to lead them Level 3: Production—Producing results – knowing how to motivate other to get things done Level 4: People Development—Reproduction: Identifying, developing, and investing in future leaders Level 5: Pinnacle—Transcending one’s position, organization, or even industry
  12. What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. TEDTalks is a daily video podcast of the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and much more. Find closed captions and translated subtitles in many languages at http://www.ted.com/translate Follow TED news on Twitter: http://www.twitter.com/tednews Like TED on Facebook: https://www.facebook.com/TED
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