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Archive for the ‘Leadership’ Category

MY MUMMIE AND ME 2016

Conventional wisdom tells us that children learn from the good example of their parents.  But something went haywire when my mother misbehaved in the office of the Prime Minister.  She defied the leadership of the Jamaica Civil Service Association by raising a topic that was not on the agenda in a meeting with the Prime Minister.  In less than 10 minutes, my mother secured an important policy change that gave women in management positions in the public service the same benefits as their male colleagues.

It was 1976, the first year of the United Nations’ Decade for Women.  The Government of Jamaica was committed to implementing gender equity policies.  Ironically, only male public service managers with over 10 years’ service could benefit from the payment of 50% of family vacation travel costs.  There was no justification for this discriminatory benefit.

The male-dominated executive of the association struck down every attempt my mother made to have the assisted vacation benefit extended to women.  These men also refused to have the elimination of gender-based discrimination listed among the Jamaica Civil Service Association’s priorities for change.  When the courtesy call visit to the Prime Minister was being planned, my mother was told that it was not the proper forum in which to raise “these controversial topics.”

Not one to burn bras or launch a public campaign against men, my mother chose to use her position of leadership to influence and create change by ‘properly’ misbehaving.  This meant taking the risk of crossing the line of political correctness in the highest office of political power. 

Three things I learned

  1. Don’t ask for forgiveness

Political correctness is the biggest hurdle to progress.  Being disruptive doesn’t always have to take the form of raucous demonstrations in the streets. My mother’s way of fighting for the cause was to secure a seat at the table, by getting elected and getting involved.   Going off-topic in the board room is a very valid and powerful tactic to militate for change.  My mother chose to break the rules of protocol.  She made no apology for doing so.  I learned from her, to never ask permission or apologize for doing the right thing.

  1. Know who holds the power

There is strength in numbers, that’s why enlisting the support of influencers is important.  However, in order to win, you always need to know who holds the power to make change happen.

The Executive Committee’s mandate was to make representations to leaders in government on behalf of public service employees.  My mother was not discouraged by the unwillingness of the male-dominated executive to advocate for gender equality.  She knew that it was the political directorate that held the power to make changes in policy.  Her ultimate goal was to get the Prime Minister’s attention and incite him to take action.

  1. What’s in it for them matters too

My mother presented the issue of employee benefits as a blind spot in the government’s policy of gender equality that could no longer be overlooked.  The Prime Minister understood from her intervention that changing the rules was the right thing to do, particularly at a time when the issue of women’s rights was high on the public agenda.  Removing gender-based discrimination in the public service would reinforce his commitment to women’s rights and earn for his government, greater credibility both locally and internationally.

The BIG picture

All of this happened over 40 years ago.  Although assisted payment of vacation travel is no longer a benefit in the public service, my mother’s commitment to the cause of gender equality continues to be part of her legacy.  She didn’t just take personal pride in fulfilling her professional ambition or sit on her hard-earned status of being among the first women in public service management.  She saw the big picture and decided to fight for a better and just world, so that many other women and men would have equal access to opportunities to achieve their ambitions and enjoy the benefits of their service.

The most valuable lesson I learned from my mother is that women should never be reticent about pursuing their ambitions or shy away from dissenting voices.  Aspiring to positions of leadership is one of the best ways to fight for a cause and create meaningful change.   Effective leadership requires the courage to take risks, even if it means you may have to ‘properly’ misbehave.   The outcome may surprise you.

See the BIG picture.  Focus on what’s important.

www.camilleisaacsmorell.com 

@Camille21162

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Dharma

Throughout his life, my father was a teacher, even though he didn’t spend all his years in the classroom.  High school and university students, business people, social workers and children in foster care all benefited in one way or another from his knowledge of physics, mathematics, human resources and guidance counselling.  In the last ten years of his life, even when dementia robbed him of most of his cognitive abilities, he was teaching his family, friends and caregivers, about the value of human life and the importance of living in the present moment.  I am convinced that teaching was my father’s dharma.

In his book, The Great Work of Your Life, Stephen Cope explores the meaning of dharma – each person’s unique calling and life’s purpose.

Knowing your dharma makes you want to jump out of bed in the morning, eager to get to work, which, when done well, makes you sleep comfortably at night.

Just like my father, we can all live up to our dharma in different ways and through various stages of our career and life.

Cope’s book got me thinking about my own dharma – as a leader, I help people and organizations to be better and do better.  The book also made me reflect on the ways in which leaders can help or hinder people to fulfill their dharma.

People do their best when their work is valued and they feel personally fulfilled doing it.  Leaders are challenged to ensure that they have the right people in the right positions doing the right work.  That’s why I believe that hiring, promoting and retaining talented employees are critical points at which leaders can help or hinder their employees find and fulfill their dharma.

  • Hiring – Motivation is the qualification

Early in my career, one of my colleagues was hired to provide marketing support to the sales team.  As it turned out, she found it difficult to work with sales people.  She did her best work when she was sorting out administrative issues and working on client service protocols.  Frustrated with her working relationships, she confided that helping sales people close sales was not her ‘thing.’ She was motivated by the deep-seated belief that outstanding customer experience determines long-term business success.  By listening to her deep-seated convictions and motivations, we both agreed that serving customers exceptionally well was her dharma.

I haven’t forgotten that conversation.  Whenever I am hiring, I always ask questions to find out the candidate’s personal convictions and motivations. In this way, it is possible to validate the alignment of their values and work ethic with those of the organization.

  • Promotion – Expanded responsibilities should not be a reward for past success

The Peter Principle states that some managers rise to the level of their incompetence and stop being promoted. This happens when the promotion is based on the candidate’s performance in their current role, rather than on their ability to fulfill the requirements of the role to which they are being promoted.   There are many ways in which leaders can help to prepare their people for promotion and professional advancement – additional training, job rotations that expand employees’ skill set, encouraging innovative thinking and action, to name a few.

Not all high-performing employees want to be promoted.

This possibly explains why some top sales people, when promoted to people leadership and management positions, ask to return to a sales role.  They will tell you that selling is what excites them – not managing people and writing reports.

Nothing is wrong with not wanting to be promoted, provided that the employee continues to be engaged, is productive and contributes to the mission of the organization.

  • Retention – There can be a downside to investing in talent retention

In their zeal to retain talent, employers can be blinded by the brilliance of a technically proficient employee, but who is not suited for leadership roles in the organization. For example, an employee may function best as an internal consultant, not as a people manager.  What usually happens is that competent employees feel pressured by the organization’s leadership to stay within the organization by climbing the corporate ladder.  On the other hand, the organization’s leadership feels that providing an upward career path is the best way to retain exceptionally talented employees.

I recently spoke with a former colleague who made the decision to step off the corporate ladder in one organization where she could have had progressively more high-profile positions.  The stress, corporate politics and added responsibilities were not supporting her deep need to fulfill her dharma.  As a professional writer, she does her best work when she is creating compelling communications material.   She found employment at another organization where she feels that the opportunity to do her best work, not the money or status, is what counts.  Her courageous choice to make this change is benefiting her as well as the organization where she now works.  She is happy and feeling valued.  The organization is happy to have found and retained her talent.  A win-win situation!

Holistic people management

Every leader wants to have the right people work with them to ensure that the organization’s goals are met.  Hiring, promoting and retaining talent is challenging, but can be best achieved when leaders take a holistic view of people management.

Understanding the motivations and aspirations of potential and current employees should be an on-going process.

Encouraging employees to be purpose-driven in their efforts and allowing them to define and work towards their aspirations will enable them to fulfill their dharma.  When this happens, the organization, and its employees benefit from the alignment of a shared mission and vision of success.

What is YOUR dharma?

www.camilleisaacsmorell.com

@Camille21162

 

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August 15, 1993, was to have been the luckiest day in my life.  I landed in Montreal, Canada, as a permanent resident with a job already lined up!  Fluent in French and with a degree from a North American university, I was hired as a management trainee in a major Canadian institution.  Unlike most new immigrants to Canada, the obstacles of language, foreign qualifications and Canadian work experience were not standing in my way.  As you can see from my first professional photograph, my big, long hair framed a bright-eyed, smiling face that was filled with optimism.

Six months later, I was telling a different story.

I was struggling in an unhappy work environment with colleagues who were unhelpful and insensitive to my efforts to ‘fit in.’   And it was nobody’s fault.

I came from a hierarchical, formal workplace culture in the Jamaican public sector where ”junior officers” were expected to learn by listening attentively and taking notes in meetings with their “seniors.”  Meritocracy, the quality of written reports and giving the right information when it was asked for, put you on the path to promotion and success.  In Canada, I didn’t understand that it was okay and expected of trainees to speak up, participate and ask challenging questions in meetings with clients.  The feedback I got from my politically correct Canadian colleagues was that they viewed me as shy.  A few others bluntly questioned my level of interest and enthusiasm for the job.  This all came as a surprise.  Far from being shy, I have always been passionate about my work.

Caught in a mire of cultural misunderstanding, my experience was a source of bewilderment for both me and my employer.   According to a 2012 report by the Progress Career Planning Institute, the challenge persists to this day.   Workplace acculturation – the adoption of behaviours that are in harmony with the corporate culture – is a major hurdle for professional immigrants when trying to establish a career.

There is tremendous focus on attracting immigrant employees, language learning, cultural educational programs, fast-tracking foreign students’ permanent resident applications and, most importantly, guiding immigrants through the job search process.  But once the job offer is accepted, it must not be assumed that all is well.

‘Diversity’ is a politically correct buzzword 

During my job search prior to migrating to Canada, virtually every organization listed diversity among its corporate values.  Job postings and brochures had standard statements announcing the organization’s commitment to diversity, surrounded by photos of groups of smiling multi-ethnic employees.  There was no mention of workplace acculturation programs in recruitment materials and I didn’t feel the need to ask.

Now that workplace diversity is commonplace, diversity statistics may provide a breakdown of various groups within the employee population, but the experience of employees, whether reported or observed, can tell a different story.

Focus on workplace integration – for all employees

Rather than focusing primarily on hiring a diverse workforce, Canadian employers should take specific steps towards creating an integrated workforce – a place where everyone feels that they “fit in.”  When my colleagues joked that I was “different,” I didn’t quite understand what that meant.  It left me wondering quite often whether being different was a good or bad thing, and if I was fitting in.

Every employer wants a good fit between new employees and company culture.  This can be complicated when the new employee is an immigrant; and yet, how well current employees integrate with new immigrants is equally important. There is a case to be made for new immigrants and their Canadian colleagues to participate in workplace acculturation programs.

Based on my own work and integration experience, I would have the following recommendations for employers of new immigrants:

  • Avoid setting up programs designed specifically for ethnic groups, as this may lead to the creation of silos and a source of resentment for other employees.
  • Provide immediate peer support and allow for an adjustment period to allow new immigrant employees and their Canadian colleagues to work on integration.
  • Guide new immigrants towards social media networks and professional groups and encourage participation in the organization’s social events.
  • Stop giving and accepting “cultural differences” as an easy excuse for poor integration. Provide cross-cultural workshops and forums for open communication and conflict resolution.
  • Give new immigrants opportunities to apply their foreign experience: it may provide the organization with new ways of doing business, and even provide a competitive advantage.
  • Build mentorship programs for new immigrants, especially those in leadership positions and who are people managers, to ensure that cultural differences do not affect team-building and performance evaluation.

In my case, I was fortunate to meet several business contacts early on, and they introduced me to professional networks and associations.  It was through interacting with a good mix of foreign-born and Canadian colleagues that I learned more about the Canadian business environment, expanded my network and progressed in my career.  While I may still seem “different” at times, I work effectively with my Canadian co-workers, and they value my contribution and international experience.

Immigrants are here to stay…and more are coming

The Conference Board of Canada  says Canada will have to rely on immigration to fill gaps in a workforce depleted by slow growth and an aging population.    Statistics Canada predicts nearly half of Canada’s population will be immigrants, or children of immigrants, in less than 20 years from now.  In other words, the need for workplace acculturation programs is not going away.

 

Camille Isaacs-Morell came to Canada nearly 24 years ago from Jamaica and the USA where she gained extensive experience working with persons of various ethnic, cultural and religious backgrounds.  She is a marketing professional and volunteer, passionately committed to making an impactful contribution to the creation of a truly integrated global village, where everyone has a fair chance to be successful.  

See the BIG picture.  Focus on what’s important.

www.camilleisaacsmorell.com

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Il y a un grand nombre de définitions du « leadership ».  Peu importe comment vous le définissez, le « leadership » s’agit d’inspirer les gens à réaliser les objectifs.

Le leadership efficace est essentiel pour la réalisation des objectifs, même s’ils ne sont pas liés aux revenus et profits,  l’état futur désiré d’un pays, la mise en place d’un nouveau programme ou la promotion d’une cause.

Il y a aussi la question éternellement posée et considérée : « Est-ce qu’un leader est né ou créé ? »

Je ne vais pas essayer de donner une réponse définitive à cette question.  Je sais qu’il y a quelques personnes qui ont la capabilité naturelle d’inspirer les gens à réaliser les objectifs.  Il y en a d’autres qui, avec du coaching et la formation, sont capables de devenir les leaders performants et réussis.

En tant que chef leader dans les secteurs privé et des OSBL, je suis convaincue que c’est la motivation personnelle qui est primordiale pour le succès dans un rôle de leadership.

Ceux qui souhaitent accéder aux postes de leadership doivent vraiment avoir le désir d’être leader et doivent être motivés à atteindre les buts et objectifs en travaillant avec, et par l’entremise des gens qu’ils dirigent.

Pour déterminer leur propre niveau de motivation personnelle, les leaders futurs et les leaders expérimentés qui considèrent un nouveau mandat, devraient être en mesure de répondre à ces deux questions :

  1. Aimez-vous le pouvoir plus que vous aimez les gens ?
  2. Est-ce que la compétition pour le poste de leadership est plus importante que votre engagement à la cause, vision et objectifs ?

 

LES CHEFS LEADERS DOIVENT AIMER LES GENS PLUS QUE LE POUVOIR.

ILS DOIVENT ÊTRE PLUS ENGAGÉS À LA CAUSE QU’À LA COMPÉTITION.

 

Le désir d’accéder aux postes de leadership et de pouvoir n’est pas « une mauvaise chose »

Dans une société civile, les postes de pouvoir – soient dans les secteurs corporatif, social ou politique – offrent les opportunités aux leaders d’influencer et effectuer le changement qui bénéficie les gens.  Les bons leaders qui font preuve de l’éthique devraient être encouragés d’accéder aux postes dans lesquels ils auront le pouvoir d’aider les gens.

Le désir d’accéder aux postes de leadership et de pouvoir implique la compétition.  La compétition pour un poste de pouvoir devrait être une activité juste et saine, qu’offre l’opportunité à chaque candidat d’expliquer les raisons pour lesquelles il devrait être sélectionné pour le poste.

Un leader authentique devrait  être en mesure de définir clairement –

  1. La vision qu’il a l’intention de réaliser
  2. Comment il va inspirer et engager les gens à s’impliquer à la réalisation de la vision
  3. Les avantages concrets de son mandat de leadership

Leadership – il ne s’agit pas seulement du titre du poste, c’est l’engagement à la cause

Dès que le leader assume son rôle, il lui incombe de démontrer ses compétences, dont la plus importante est, à mon avis, le courage.  Il y a deux dimensions au courage – le courage interne et le courage externe.

Le courage interne est l’engagement inébranlable aux valeurs personnelles ainsi qu’à l’intégrité, y compris la capacité de décider honnêtement si l’on est la meilleure personne pour combler le poste de leadership pour servir l’intérêt de tous.

Le courage public est la capabilité de prendre les décisions difficiles et impopulaires, même dans le cadre de critiques accablantes et injustes.

Voir le tableau d’ensemble.  Cibler les éléments importants.

Chaque leader devrait tenir au cœur le désir et motivation pour servir. Bien que les chefs inspirent les gens à réaliser les objectifs, un leader exceptionnel voit toujours le tableau d’ensemble des avantages principaux et assure les meilleurs résultats pour toutes les parties prenantes.

Plus important que de se concentrer sur la position de pouvoir et du processus pour y accéder, est l’engagement du leader au succès durable de l’organisation, les gens et le pays qu’il a l’intention de diriger.

 

Cet article était originellement rédigé en anglais, en août 2016, à la suite de la campagne Brexit et les conventions nationales des partis républicain et démocrate des États-Unis.

Camille Isaacs-Morell, est un leader chevronné en planification stratégique et gestion de projets marketing et communication dans les secteurs des soins de la santé,  des services financiers, des affaires étrangères et des OSBL au Canada, ÉU et les Caraïbes.  Sa passion est d’inspirer les gens et les entreprises à améliorer la qualité de vie pour créer ensemble un meilleur monde. 

www.camilleisaacsmorell.com

 

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Several business people wander through a maze looking for a job

When I published the article “You’re hired!”…and it took me a year, I had no idea that I would be looking for work three years later.  Back then, I had just concluded an intensive search after my position in a stable, global financial institution was abolished, ending a successful career that progressed nicely over 16 years.

When I accepted the offer for a permanent full-time position the following year, it was not quite the dream job I was looking for, but I was convinced, and still am, that I was forging a new path to take me to the next level.  In fact, I deliberately disrupted myself.  It was a newly created job with the mandate to develop and deliver a marketing strategy for products I had never marketed before.

Two years in, there were budget and staff cutbacks.  I sub-consciously knew that the time to move on was fast approaching.   Last summer, my position was eliminated.

Although it’s cold comfort, I realize that I am not alone.  I’ve met many mid- and advanced-career professionals on the job search trail.  I see the struggles to remain positive, diffuse anxiety and stay the course.  My career transition experience has given me some insights on stumbling blocks that can potentially derail a job search and how to avoid them.

  1. Other people’s stories are theirs, not yours

During my networking, I’ve met many people who’ve “been there, done that” and they tell their stories of how they got through it.  The Winners, who took only 2 to 4 months to land on their feet; the Whiners who give very detailed explanations as to why they won’t ever get hired (age…, conspiring former bosses and colleagues…, no one hires in summer… etc.) and the Copped-Out & Lucked-Out who boast about the luxury of being able to retire early so they avoid looking for a job.

Then there are those who haven’t “been there.” They have never lost their jobs.  They are really Secretly Scared that this could happen to them, while they hint that they pity you and don’t envy you.  There are also the Helpers and Hinters who in an awkward effort to provide good advice, actually end up saying exactly what you don’t need to hear (“You’re doing something wrong, otherwise it wouldn’t take so long…”) or they send you job postings that are no match for your skills and experience.

It’s so easy to buy-in to other people’s stories.  Comparing your experience with other people’s stories is a waste of time and energy.  The truth is you need to own your story.

Instead of trying to explain your story, make a commitment to yourself to be clear on what’s best for you.  Only you can make sense of your life’s journey.  Only you really know the things that motivate you and ultimately matter to you.  Very few people will understand your story.  Most people are trying to figure out their own story and others don’t have the time or are not really interested in listening to yours.

The temptation to set low expectations and settle for less becomes real when you compare yourself with other people. It takes courage to say “no” to seemingly good opportunities in order to say “yes” to the very best.  You are not a loser if you haven’t found a job within a given timeframe or if you made it to the final interview but didn’t get the job.

Even if you don’t have the financial independence to prolong your search, if you accept a position out of necessity, remind yourself that you can work while continuing to search for your dream job.

  1. The corporate ladder is an obsolete metaphor

Job seekers, who have progressed over many years in one company, tend to be overly concerned with titles, organizational structures and status.  In most progressive organizations today, dotted lines, flat organizational structures and collaborative team environments are the norm.

I agree that people should look for challenging work that fits their experience and expertise.  But looking for a job with a title that fits into the next step on the corporate ladder can prevent you from finding enriching opportunities for meaningful work that expand your talents and capabilities.

The truth is that we are living in a new corporate world order where the corporate ladder is fast becoming an obsolete metaphor.

Sheryl Sandberg in her book Lean In, encourages professionals to forget the corporate ladder and consider careers in terms of a jungle gym. You can venture down different paths and explore numerous possibilities on the way to achieving your goals, just like trying to climb to the top of a jungle gym.  It took me quite some time to get this during my career transition four years ago.  I am glad I did, as I ended up finding an interesting opportunity which has broadened my experience not only professionally, but in my volunteer work and social life.

  1. Being stuck really sucks!

Following on my two earlier points, getting stuck can happen very easily if you can’t define what you want or if your definition of what you want doesn’t fit in the new corporate world order or with your values.

I’ve come across a few people who are stuck within a destructive ‘my way or the highway’ mindset, hanging on to what was and what will never be, taking job loss personally and feeling victimized.  When corporate priorities change, it so happens that some jobs are no longer needed. That’s why no one should take a layoff personally.

I know that it can be a drag to be out of work and pounding the pavement can be tough.  But here’s the upside:  going through a career transition can be the best opportunity to reorient a career.  On reflection, many people thank their lucky stars that they had the chance to move on, rather than stay stuck in a career that was no longer meaningful.

Most successful careers rarely ever follow a smooth, upward north-eastern trajectory.  Compromises and disruptions do occur along the way.  The truth is that compromises can be beneficial.

Speaking from my own experience, the job with a lower salary with less formal influence may just be what you need to gain more relevant experience in a changing world, while applying your past experience in a way that is beneficial to the organization and to your career in the long run.

 

Take ownership and responsibility for your career transition

The world is waiting to embrace talent and you have a fair shot to offer yours. Don’t let people, old ideas or a closed mind derail your job search.  The power to shape the future resides within each of us. That’s why it is important for every job seeker to take ownership of their career transition.

When you can clearly articulate to potential employers, who you really are and why you care, they will see that the value you bring to their organization is far greater than what you know and what they expect you to do.  This sets the stage for you to find meaningful work and for your future employer see you as a true partner, stakeholder and contributor to the organization’s success.

 

You may find the following articles helpful –

Career mistakes you must avoid@Deepak Chopra MD (Official)

Forget the Ladder; Try the Jungle Gym: What Sheryl Sandberg’s Lean In Says You Can Do for Your Career Right Now – Maggie Malon

It’s called a life, not a life sentence!  How to move forward when you’re feeling stuck@Michaela Alexis

 

Camille N. Isaacs Morell is a proven marketing strategy and business development enabler. She is passionate about inspiring people to make decisions that support business success.  

She currently seeks opportunities to contribute to the success of enterprises and non-profit organizations with direct responsibility for developing the marketing strategy to support business development and stakeholder engagement.

See the BIG picture…Focus on what’s important

www.camilleisaacsmorell.com

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Delegate-741x480

“Check, double check and check again.”   This was possibly the best advice I received early in my career.

I followed through on my boss’ advice. I believe that this was the reason why it was noted on my performance evaluation that I was action-oriented and reliable without supervision.

In later years I realized that the checking, double checking and checking again advice wasn’t going to work for me or for the people I was leading.

During my very first role as a people manager, I understood that there is a fine line between being an effective leader and being a micro-manager.

Effective leaders know that they are ultimately accountable for the mandate that they have been given to deliver through the people they lead.

Micro-managers, in their zeal to produce results, get overly involved in the work of the people they lead.  These managers don’t confidently delegate and set expectations.  And when they do, they obsessively check, double check and check again on the work of their people, instead of letting their people, who are responsible for operations, implementation and deliverables, do the required checking.

I believe that micro-managers act the way they do mainly for the following reasons –

  • The fear of failure, which leads to the need to control other people’s actions
  • They don’t know how to manage any other way
  • They have an “agenda,” a personal need they want to fulfill

Here are 3 tips on how managers can avoid micro-managing, or can take to stop micro-managing and 3 tips on how employees can avoid being micro-managed.

 

The fear of failure and the need to control

For the manager –

  1. Gain clarity on the mandate you’ve been given. This means –
    • Identify the resources required – hire the right, competent people, ask for budgets
    • Set realistic expectations with your senior leadership and the people you lead on deliverables
    • Establish a formal schedule of checkpoints and accountabilities

For those being managed –

  1. Communicate confidentially with your manager to uncover the root cause of the fear of failure. This means –
    • Reassure your manager of your commitment and that you have his/her back
    • Mutually agree on how you will be accountable

 

Not knowing how to manage any other way

For the manager –

  1. Be courageous. Take feedback from your people and other managers seriously and seek ways to improve the situation.  This means –
    • Seeking mentorship and coaching from experienced, respected professionals you trust and who can help you to develop an effective leadership style.
    • Open communication in a dedicated forum (e.g. team meeting, off-site retreat) to discuss the mandated goals of the team and how team members will be empowered, engaged and held accountable.

For those being managed –

  1. Reduce your manager’s need to micro-manage. This means –
    • Proactively support your manager by honouring reporting commitments
    • Avoid surprises by forewarning your manager of possible delays and problems, and coming with suggestions for precautionary, preventive or risk reduction actions

 

The personal agenda or need the manager wants to fulfill

For the manager –

  1. Empowerment and accountability are essential for leadership success, regardless of what your personal agenda or motivation may be. Remember –
    • The mark of a great leader is the capacity to inspire and work with and through other people to achieve goals.

For those being managed –

  1. Find a way to see your manager’s “big picture” of what he or she is working towards. Observe and ask yourself a few questions –
    • What’s his or her motivation?
    • Who does he or she network with?
    • What’s his/her vision of the future role of the department or his/her leadership?

 

Important considerations

Managing people is not for everybody.  Managers who find it difficult to delegate and are caught in the micro-management trap should consider alternative leadership roles, such as an internal consultant, technical expert or advisor, and make an outstanding contribution to corporate objectives.

Moving on is an option for employees who are being micro-managed.   If excessive time and effort have to be invested in trying to understand and work with a micro-manager to the detriment of job satisfaction, engagement and optimal performance, the employee should decide whether to stay or to leave.

 

www.camilleisaacsmorell.com

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Leadership Heart

 

There are numerous definitions of “leadership.”  No matter how you look at it, leadership is really about inspiring people to achieve goals.

It takes effective leadership to successfully achieve goals, regardless of whether they are tied to revenues and profits, a desired future state of a country, implementing a new programme or promoting a cause.

Then there is the eternally debated question – “Are leaders born or made?”

While I won’t attempt to definitively answer this question, I do know that there are some people for whom inspiring others to achieve goals comes naturally.  There are others who, with coaching and formal training, perform remarkably well as strong, successful leaders.

Having served in formal leadership positions in the corporate world and in voluntary and not-for-profit organizations, I am convinced that a key determinant of success is the personal motivation to lead.

Those who aspire to leadership positions must really want to lead and must be highly motivated to achieve goals through and with the people they lead.

To determine their level of personal motivation, aspiring leaders and experienced leaders considering a new mandate, should be able to answer these two questions –

  1. Do you love power more than you care about people?
  2. Is competing for the position more important than your commitment to the cause / vision / goals ?

 

Leaders must love people more than power.

 They must be more committed to the cause than to competition.

 

Nothing is wrong with aspiring to positions of power.

In a civilized society, positions of power – whether corporate, social or political – provide opportunities for leaders to influence and create change that ultimately benefits people.  Good, ethical leaders should be motivated to aspire to positions of power because of the opportunity it affords them to help people.

Aspiring to positions of power involves competition.  Competing for a position of power should really be a healthy activity, giving aspiring candidates the opportunity to demonstrate why they should be selected to lead.

When competing against other candidates, a truly authentic leader should be able to

  • Clearly articulate his/her understanding of the vision of the future state he/she expects to create;
  • How he/she will inspire and engage others in the creation of the vision; and
  • How people will benefit from his/her leadership.

 

It’s not just about getting the leadership title,

it’s about being committed to the cause.

 

As the saying goes, “Once you’re in, you’re in.” 

Once a leader is in place, success will be largely dependent on several leadership traits.  For me, the most important is courage, both inner courage and outer courage.

Inner courage is the unwavering commitment to personal values and integrity, including the ability to honestly decide if the leadership position is the right fit and in the best interest of all concerned.

Public courage is about being prepared to make tough calls, unpopular decisions and persistent commitment, even in the face of scathing and unfair criticism.

Above all, at the heart of effective leadership is the desire and motivation to serve.  Although leaders serve by inspiring people to achieve goals, outstanding leaders always see the big picture of the overarching benefits of achieving the goals.

More important than focusing on the position of power and the process to get there, is that every aspiring leader must be even more committed to the sustainable success of the organization, people and country they intend to lead.

 

See the BIG picture.  Focus on what’s important.

www.camilleisaacsmorell.com

@Camille21162

Camille Isaacs-Morell is a proven marketing strategy and business development enabler who thrives when leading in contexts of transformation and change.  She enthusiastically seeks her next leadership challenge.

Camille was motivated to write this post in the aftermath of the Brexit campaign and the US Republican and Democratic Parties’ National Conventions.

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