Think about the leaders you admire, the leaders you emulate. How did they get to be extraordinary? They mastered the art of extraordinary leadership. And now, with our series of training workshops, you can also learn the secrets to being an extraordinary leader – of your team or of yourself!
Strong leadership begins with self-awareness, including your motivations, desires, and character. Across the board, strong leaders benefit from taking the time to take stock of their own role in their teams’ successes and failures.
Ask yourself: “Am I leading effectively?”
Teenagers. Early Saturday morning. All day training. I wondered how this was going to go. When I was a teenager, ‘early’ and ‘Saturday’ did not go in the same sentence. But this group of 4H junior leaders got it done! They were able to absorb, synthesize, and present their own views of leadership over the course of a single Saturday.
My business is leadership development; my goal is to help people reach their full potential. I am constantly looking for exceptional leaders and leaders committed to the growth of others. Yesterday, I watched a Middle School basketball coach demonstrate what it takes to be an extraordinary coach. How she coaches – each and every day – is a tribute to her commitment to excellence; the lessons she teaches will serve her players on and off the court for years to come. Yesterday was an example of an effective leader in action.
It was the last week of the season for the Middle School team. Coach H. coached both the 8th and 7th-grade girls teams. The eighth-grade team had lost their last couple of games and due to cancellations caused by snow, their season was over. The 7th-grade team had one game left, so Coach H. reached out to the opposing coach to see if they could combine the teams for the last game. Simple, right? Not given the Coach’s goals. Not only did she want to give the 8th-grade girls a chance to win their last game, but she also wanted to get her 7th-grade girls a chance to play as well. Consequently, she created five different line-ups with a blended number of 7th and 8th-grade girls per unit that rotated into the game every 3 minutes.
“Success comes to the person who does today what you were thinking about doing tomorrow.” Unknown
Jack Welch, the legendary CEO and Leader of General Electric said, “The team with the best players wins.” Welch created a culture dedicated to performance by finding and developing a group of drivers to meet Welch’s strategic goals. He called these people “Black Belts”; I call them Catalysts. Welch and his “Black Belts” led General Electric in an extraordinary transformation. During his twenty-year tenure as CEO, the value of General Electric went from $12 billion in 1981 to $280 billion in 2001. Welch’s strategy for growth and uncompromising excellence was spearheaded by his uncompromising leaders and their cadre of “Six Sigma” trained “Black Belts.” At GE, Jack Welch focused on recruiting, developing, and retaining business stars – Catalysts. All business leaders should examine this process in order to find their own Catalysts.
Lead Your Way Solutions (LYWS) and FSR have formed an unaffiliated relationship through the SBA approved All Small Mentor Protégé Program and a subsequent joint venture company to provide staffing solutions in response to the evolving and diverse demands encountered by the Defense Health Agency and Veterans Health Administration.
It’s human nature to take the path of either fight or flight when faced with perilous situations. On the most basic level, when attacked by let’s say a mountain lion, our basic instincts will tell us to choose between fight or flight. The same can be said for smaller scale confrontations, i.e. in the workplace. In a communication exchange, it’s common for one party to react defensively when confronted, spouting off responses (fight) before thinking it through. Another common exchange results in individuals shutting down completely (flight), avoiding the chance to communicate their thoughts or feelings. Fight or flight. But there is a third, more effective approach – learning to respond with patience, coherency, and empathy.
The Cleveland Cavaliers made history with their win over the Golden State Warriors in game seven of the NBA Finals. The dust has begun to settle as the celebrations come to a close. The analysts have spent hundreds of hours debating the game. They argue over these questions: is Lebron James the best player ever? Did the Warriors simply give up? Most importantly, who should get the credit for the championship victory?
We’ve all been on job interviews and for the most part, the trajectory is as follows:
- You search for jobs that appeal to you or fit your qualifications.
- Upon finding a job, and from studying the job description you begin to prep for the interview process, memorizing all of the key buzzwords and phrases to artfully weave into your rhetoric while trying desperately to predict what questions and scenarios will be thrown your way.
- Before, during, and after the interview, you agonize over whether or not the company will conclude you are the right fit for them. Did you impress those interviewing you? Did you effectively highlight what you can bring to the company? Did you remember to mention your best qualifications?
- Upon receiving a job offer, you jump at the opportunity and accept.
- You start your new job, entirely unaware of the company culture that you are about to become an integral part of.