Tough Conversations: by JoAn Majors
"I find that starting with the right question and attitude can change everything about the encounter and outcome. Four guidelines enable you—whether you are timid or brutally honest—to offer unpleasant information while showing integrity and empathy. Ask permission to coach. Starting with a question—and waiting for the answer—enables the other party to listen and participate at their rate of speed, and to choose to engage in the conversation. When you have an issue with a team member and need the person to listen and participate in actions that follow, you must engage them in the process. First, find something to compliment them on; then ask them for permission to coach."
To read the article, CLICK HERE and go to page 10.
Mind Training: by Patt Lind-Kyle
"Your brain has a huge capacity for change, and you can choose which new tricks you want to learn—at any age! The brain continues to evolve. The actions that you take physically, emotionally, and mentally can expand or contract areas of the brain, depending on the functions that you use most. When you do something new (like learn a second language) or practice something repetitively (like a tennis serve), your brain’s neural networks fire up, and a tissue region is sculpted in response to that activity. The more you train your mind, the more you change your brain. The more your brain changes, the more your mind evolves. In this way, you heal your mind and discover your Home Base, a source of peace, calm, and vitality."
To read the article, CLICK HERE and go to page 5.
Engaging Leaders: by Henry Mintzberg
"The leadership style so prevalent today might be termed heroic: the great one imposed on wayward organizations to turn them around, dramatically—often by firing staff. I think of true leaders and managers as engaging: they engage others with their thoughtfulness and humility because they engage themselves first in what they are doing—and not for personal gain. Such leaders bring out the energy in people, enabling them to act heroically . . . True leaders are in touch, on the ground: they have to manage, just as managers have to lead. A deep sense of democracy—bringing managers together with their colleagues—is necessary for sustained development. The two must work in tandem."
To read the article, CLICK HERE and go to page 3!
Power and Influence: by Terry R. Bacon
"Unlike politicians, business leaders are often out of the public eye and shielded from effective scrutiny, particularly if their boards are inept and their influence extends to the people expected to be watchdogs for the public trust . . . After studying the need for power, David C. McClelland and David H. Burnham conclude: ‘Top managers must possess a high need for power—a concern for influencing people; however, this need must be disciplined and controlled so that it is directed toward the benefit of the institution—not their personal aggrandizement.’ This, then, is the challenge: how to attain and use power wisely and in a disciplined way, how to exercise power without abusing it or allowing its focus to be the elevation of the leaders’ self-interests."
For the entire article,
CLICK HERE, and go to page 10.