This is probably the most important, yet most difficult
quality to develop. There's not a standard equation
that will help you become self-aware, or aware of what
is going on around you. Awareness is something that
only comes through experience and a willingness to
Think Before Speaking
Honesty is essential, but make sure your communication
doesn’t go too far. You might actually be hurting employees'
morale if you think your honesty is helping--sometimes
honesty can simply be indulgent. Be careful with your words
and your tone.
InterdependentRunning a business is about inclusiveness--even with your
competitors sometimes. Leaders need to use both external and
internal talent to reach a wider audience in a way that is
creative, useful, and profitable.
VulnerableBeing vulnerable makes you a real person that is approach-
able. In fact, showing and encourgaging vulnerability will ac-
tually increase innovation and creativity because you will
make it ok and even necessary to fail. Vulnerability removes
the fear of failing. If you're a vulnerable leader you'll see that
your employees will take the risks that really pay off, and
they'll feel supported as they fail and eventually succeed.
HumbleIt’s OK to admit that you don’t have all the answers. That’s
why you hired people who know what they’re doing, and
can contribute ideas you’ll never think of. Your humility can
lead your team to an openness that will lead to innovation.
Giving“For generations, we have focused on the individual drivers of success:
passion, hard work, talent, and luck. But today, success is increasingly
dependent on how we interact with others. It turns out that at work, most
people operate as either takers, matchers, or givers. Whereas takers
strive to get as much as possible from others and matchers aim to trade
evenly, givers are the rare breed of people who contribute to others with-
out expecting anything in return.” -Adam Grant
Democratic“Democratic businesses tend to be more financially suc-
cessful and have greater social impact than their bureau-
cratic counterparts. People want to have their voices heard.
When you give them that and respect what they have to say,
they are more engaged, and that makes them more produc-
tive.” - Sarah Horowitz
PurposefulMore and more research confirms that having a purpose is
more effective than making goals. If you feel a deep sense of
purpose as a leader, you’ll want to get things done and in-
spire your team. Your purpose will inspire action with clarity.
UnconventionalFlexibility is key. More and more research shows that em-
ployees are more productive when they feel they have some
control over their schedule, and they're more likely to per-
form and deliver on time because they want to keep the privi-
lege of a flex schedule.
EmpatheticIt’s extremely important in today’s workplace to actually
care for your employees and their welfare. You don’t have to
get into personal life details, but it’s important that you con-
sistently put yourself in their shoes to try to understand how
you can help them do their best.
presentOften, as leaders, you are hyper-aware that everyone is looking to
you for inspiration and direction. Unfortunately, it's easy to turn
on auto-pilot and trust too much in templates, checklists or meth-
odologies you're still holding on to from way back in b-school.
Stop trying so hard to lead. If let yourself be the natural awesome,
caring, creative, hustling leader that you are, then just relax and
embody the present moment.
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