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The articles should have been written on the topic of poor leadership. Let me be as clear as I can - the phrase &# toxic work environment&# is code for bad leadership, becasue a toxic culture simply cannot co-exist in the presence of great leadership. From my perspective there is no such thing as a toxic asset.
Develops and fosters diverse teams — 33%. How does it make you feel knowing that many sitting CEOs don’t place much value on integrity, on being trustworthy and open, or on team building? Talent/team building. Organizational/market/self awareness. Strategic thinking — 55%. Integrity — 48%.
In such an underperforming state, without leadership that can drive real change, organizations are trapped in a vicious cycle. Disengaged teams stem from disengaged leaders. This paper is about rethinking the practice of leadership and reforming the way we approach the development of leaders and leadership in our organizations.
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Poor Communication Skills : Show me a leader with poor communication skills and I’ll show you someone who will be short-lived in their position. Any leader is only as good as his or her team’s desire to be led by them. Bottom line…unproven leaders come with a high risk premium.
From my perspective, the issues surrounding conflict resolution can be best summed-up in three words…&# Deal With It. &# While you can try and avoid conflict (bad idea), you cannot escape conflict…The fact of the matter is that conflict in the workplace is unavoidable.
In fact, there are some very bright people who believe you cannot become a good leader without developing a mastery for using the word no as evidenced by the following quote from Tony Blair: “The art of leadership is saying no , not saying yes.” The perception that strong leaders say no and weak leaders say yes is simply flawed thinking.
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So why — when presented with the task of developing new “normal” hybrid workplaces — are we allowing the same systemic problems that boxed generations of Black and brown people out of the workforce to exist? Their children are three times as likely to grow up in poverty and stay poor throughout their lifetimes.
While a reserved attitude of humility can often be misinterpreted as a sign of weakness, if you’ve ever negotiated with a truly confident person who is authentically humble, you’ll find that their resolve is often much greater than the feigned confidence of the arrogant. Especially from a leadership coaching standpoint.
So why then is it that so many leaders seem to struggle with seeing a tender heart as a strength and not a weakness? It’s as if such an act would tarnish their reputation forever by making them appear weak. Should the traits mentioned above be more formally cultivated in leadership development programs? What do you think?
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