Category: Leadership (page 2 of 3)

Guy Kawasaki – 3 Lessons in leadership Slideshow

A Resource List for Emerging Leaders

Check out this site for great information on being a leader in a learning environment.

This list offers a comprehensive array of information when it comes to leaders emerging in an educational institution and how to sustain leadership while improving the way things work.

Children and young adults need a strong leader to look up to, as well as for support and advice. It’s important to offer help in a constructive, non-intimidating way as to allow the students to feel comfortable going to you as a leader.

Being a teacher is one of the best jobs one can have. Helping new generations grow into smart, innovative, and active members of society is the common goal of all teachers.

Check out this Ted Talk on Leadership:


7 Most Common Mistakes Leaders Make

Mistakes are good tools for learning new things and improving ourselves. But for those of us who are responsible for the professional well-being of others – there are things to know before making these mistakes!

1. Lack of feedback.
According to a large poll by the Ken Blanchard Companies, not giving feedback is one of the most important and common mistakes that managers and leaders alike make. This way, feedback helps your people improve by giving them the opportunity at the time of feedback.

2. Being to much of a ‘hands-off’ manager.
If something needs to get done and the manager is not there to provide guidance or support for it, the project has the possibility of being done wrong.

Micromanagement is another awful extreme, but the opposite is just as bad, too.

3. Not making enough time for your team.
Yes, we’re all busy and our schedules are jam-packed. But making sure that we’re being attentive to the people we over see – even when we have just a bit of time – is extremely effective in terms of support.

4. Failing to define expectations.
When clear goals are not made, they are not met either. Productiveness is difficult when there are no clear cut goals put in place for your team. Also, prioritizing is impossible in such circumstances.

5. Being too nice.
While we are friendly and compassionate people deep down, making tough decisions regarding people in your team will happen eventually. You do not want a situation where some people with whom you are closer with to take advantage of your friendship. Definitely socialize with your team, but make sure you know the balance between being a boss and being a friend.

6. Speeding up recruitment.
Filling a vacant role too quickly is a disastrous mistake as you, your team, and the new hire are confused and left in a sticky situation. this can also lead to filling the position with the wrong person that does not fit well into your team. Also, there will be training involved if there is a big learning curve. The wrong person will be wasting your time if you’re training them.

7. Misunderstanding your role as a leader.
Being a manager is a completely different role than anything you had before. Learning the additional information and skills on how to manage best will help you develop yourself to be an effective boss. It’s about dealing with people and supporting your team, and making sure all output is being met with quality and precision.

What Does It Mean to Truly Lead?

A Clip from Invictus: Leadership

Inspirational Leadership

Angel Rodriguez: An Interview with Rudy Guilliano

Thought Leadership

Leadership: What’s new, what’s different?

Leadership does not represent any finite or static set of qualities that are to be adopted and exuded by those wishing to engender it. By contrast, it is a living, ever-changing approach to understanding people and the growing ways in which we work. Many picture a leader as a sort of eagle, flying above and apart from his peers whom he inspires and motivates. But true leadership does not distance its primary advocate from supporters of its cause, it brings the two together under one banner. With so much change going on now and all that’s on the horizon, naturally, the question of what makes a good leader arises. Angel Rodriguez HR VP Kelloggs

Leadership cannot be a quality sought as an end in itself. It is neither an auspice of superiority nor a license to take advantage of others through corrupt coercion. Leadership is a privilege and a process—it is a means to an end, and that end—typically a form of success—is equally undefinable through crystallized concepts. Those who respect leadership as an honorable privilege better recognize its potential for effecting positive change in the world. What preserves the true power of leadership is humility; what squanders its true power is a sense of grandeur that fails to consider the context of its being. Leadership is necessary for direction, but that does not mean it is sufficient for direction. A leader’s status and ability to motivate is intrinsically dependent on the receptibility of his peers. To lead, one must truly understand and appreciate the strengths of his team members. This requires honesty and communication among individuals working for the same end.

This sense of integrity and interdependence keeps a team together. Lines that are drawn among peers to separate them dissolve the unity that is paramount to the success of a group. A leader’s temptation away from motivation and toward manipulation is his greatest step toward his demise. A good leader develops and maintains a set of principles by which he conducts himself in the achievement of the missions he sets out for himself and his group. Crafting a set of principles requires soul searching and a commitment to learning about oneself and others in order to incorporate values into strategies. Traditionally, the headstrong and impersonal were taken to be more convincing, cool-headed figureheads, but it takes a great deal of compassion to run a team, and a feel for the emotional health of a group is as important as a collection of statistics and skill sets. Leadership has as much if not more of a human element in its way to success as it has a technical or operational savvy.


Simon Sinek: Leadership & Trust