KILUVU

Via The Learning Factor

Forget slogans and posters. Forget mission statements. Forget culture decks. A survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than two times as likely to give extra effort at work -- and to plan for having a long-term future with their company.

 

But wait, there's more: When employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity.

 

The result? At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. For public companies, stock returns are almost three times the market average.

Via The Learning Factor

Effectively managing others is both a science and an art, just like programming or playing an instrument. Based on personality and past experiences, some people tend to naturally be stronger at leading and inspiring others. That being said, anybody can learn how to be an effective manager if given the right training.

 

What's nice about the world we live in today is that you don't have to reinvent the wheel to be a great leader. Countless studies have been poured into determining what makes for a good manager.

 

Whether you've always seen yourself as a natural leader or are scared in front of others, here are six science-backed tactics that are universally effective.

Via The Learning Factor

Via The Learning Factor

One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments. But as your responsibilities become more complex, the difference between an effective leader and a super-sized individual contributor with a leader’s title is painfully evident.

 

In the short term you may have the stamina to get up earlier, stay later, and out-work the demands you face. But the inverse equation of shrinking resources and increasing demands will eventually catch up to you, and at that point how you involve others sets the ceiling of your leadership impact. The upper limit of what’s possible will increase only with each collaborator you empower to contribute their best work to your shared priorities. Likewise, your power decreases with every initiative you unnecessarily hold on to.

Via The Learning Factor

Running a business is an inherently emotional experience. Even the most stoic leaders are bound to find themselves becoming invested not only in outcomes, but in people and processes as well.

 

While emotional leadership is often regarded as a liability, lack of personal investment can also bring about negative outcomes.

 

I’ve learned that the best leaders are those who can recognize emotionally-charged situations, rise above the passions of the movement, and maintain a level head. Good leaders are quick to listen and slow to anger.

Via The Learning Factor

It's been largely assumed that to run a successful business today, good leadership is required. But it's not the end of the world for leaders who worry that they're low on charisma or can't stir employees' hearts and minds. Maybe they don't particularly want to, and that's OK too.

 

Sometimes, it's more effective for employees to be more loyal to the work instead of being more loyal to the leader. After all, the end goal should be to keep employees engaged and productive by charging them to solve compelling problems.

 

First, it's important to understand the difference between an appealing boss and challenging work. A recent Harvard Business Review article found that employees at Facebook were more likely to quit because of their work--and not because of a "horrible" boss. The authors--three HR executives and Wharton professor Adam Grant--had spent years studying Facebook. When the social media giant started tracking employee exits, "all bets were on managers," the authors wrote. Turns out, employees left "when their job wasn't enjoyable, their strengths weren't being used, and they weren't growing in their careers."

Via The Learning Factor

Via The Learning Factor

Team brainstorming seems like a good idea--at least, on paper. What usually happens is this: the company is experiencing a tough problem that no single person seems able to solve, so someone decides that more minds means more processing power, and before you know it you're all gathered in the conference room.

 

One or two people churn out bad idea after bad idea, while everyone else stares at the wall or multitasks. There are no major breakthroughs and most of you are irritated at the waste of time.

 

Sound familiar? Why is this such a problem?

Via The Learning Factor

One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments. But as your responsibilities become more complex, the difference between an effective leader and a super-sized individual contributor with a leader’s title is painfully evident.

 

In the short term you may have the stamina to get up earlier, stay later, and out-work the demands you face. But the inverse equation of shrinking resources and increasing demands will eventually catch up to you, and at that point how you involve others sets the ceiling of your leadership impact. The upper limit of what’s possible will increase only with each collaborator you empower to contribute their best work to your shared priorities. Likewise, your power decreases with every initiative you unnecessarily hold on to.

Via The Learning Factor

Via The Learning Factor