by Steve Adubato, PhD
Many organizations struggle with creating a culture in which employees feel a greater sense of "ownership" in outcomes.
So how do we, as leaders, motivate our people to feel they have more "skin in the game" and become more entrepreneurial?
After looking at a series of case studies that focused on companies of all sizes and shapes, some "best practices" became apparent:
by Steve Adubato, PhD
A couple of years ago, I wrote about a powerful leadership lesson that was told to me in a public television interview with Gen. Colin Powell many years ago. At the time, I asked him about the essence of leadership and he said, "Being a great leader means sometimes pissing people off."
by Steve Adubato, PhD
There is much discussion and debate about how much a leader (whether a CEO or not) needs to be involved in the day-to-day operations of his or her organization. Being an engaged leader is essential, but that is not the same as being involved in virtually every detail of organizational life to the extent where the leader is driving, pushing or directing so much of what is going on that members of the team simply wait to be told what to do.
by Steve Adubato, PhD
“Leadership is the capacity to translate vision into reality.” Leadership guru Warren Bennis is the author of this powerful quote, which is right on target. Leadership is a lot of things, but if you can’t communicate and translate a vision that you see into a reality that must be executed, your organization will fail.
by Steve Adubato, PhD
Everyone talks about the importance of engaging your employees, particularly in times of uncertainty. It can be an organizational merger, an acquisition, or because budget cutbacks are taking place.
Simply put, engaging your people means to get them actively involved and committed in a passionate way, not just to their own future but to that of the team and the organization. Sounds simple enough, but it takes exceptional leadership and communication. Getting employees actively engaged isn’t something you check off on your "to do" list. It has to be part of your DNA as a leader and it is something you do on a regular basis.
by Steve Adubato, PhD
Last week’s column explored how great leaders learn and grow from failure. As we approach the 50th anniversary of the assassination of President John F. Kennedy, there is no better lesson in leadership when it comes to learning from failure than the 1961 fiasco known as the Bay of Pigs.
by Steve Adubato, PhD
Great leaders have the ability to take a loss or rejection and turn it into something positive. Losing or being rejected is not failure in itself. Rather, true failure is a question of how you choose to deal with a particular situation. We see it all the time as professionals, whether it’s our business that goes under, a major deal that falls apart or a personal loss. How we communicate in these intense and sometimes very emotional situations can have a big impact on our future ability to lead productive and meaningful careers.