Group items tagged

The intent of these questions are to measure the breadth and depth of my professional network. At the end of the exercise, on the outside, I can potentially have 28 people to whom I turn and rely upon for advice.I had always taken it for granted that my network is a wide one and that I know all of the right kinds of people. After answering Jarche’s tough questions, which took me roughly 30 minutes, I was stunned again to discover my real network comprises only eight people. These include people I work with, my family and two close friends. Is something the matter with me?

The relevance for leadership? Facebook, YouTube, Twitter and their lesser cousins have proved the power of the platform. They have shown that if your average 21st century citizen is given the tools to connect and the freedom to create, they will do so with enthusiasm, and often with an originality that blindsides the so-called creative industries.  The result is a growing awareness from those who think about business structures for a living, that good leadership is no longer about ‘taking charge’ or imposing a strategic vision but about creating the platforms that allow others to flourish and create. By way of example, Frederic Laloux – the organisational theorist currently developing a cult-like following across the world – offers a telling story about his meeting with Jos de Blok. De Blok is the founder and CEO of Buurtzorg, a Dutch nursing care firm that has grown from four to 9,000 employees in nine years, by devolving all decision-making down to small teams of nurses across the country. It’s a structure that leaves only 45 people working in central administration and management but has delivered huge gains in the efficiency and impact of nursing care in The Netherlands.

Like social media networks, their job is to create the frameworks that let others take decisions and make change.

It’s what being a leader in this new world is all about: helping others to generate change on their own terms rather than taking on the role of sole changemaker yourself.

The difference in the two feedback sessions illustrated above boils down to coaching, which deepens self-awareness and catalyzes growth, versus reprimanding, which sparks self-protection and avoidance of responsibility. To summarize, powerful, high-impact feedback conversations share the following elements:

An intention to help the employee grow, rather than to show him he was wrong.

Giving developmental feedback that sparks growth is a critical challenge to master,

Introverts often wish they could change themselves. But there is tremendous power in self-acceptance. Once introverts stop struggling against their essential nature, they often report feeling liberated and more aware of how to maximize their natural gifts.

1. Introverts don’t fit their negative stereotype.

2. Introverts are not anomalies.

Be mindful in your intention setting. What do you want? You may have already found your tribe.Know thyself. Be self-aware and connected with what is going on within you.No judgement. We are not perfect. Build up those around you instead of breaking them down.Surround yourself with like-minded people.Get over yourself. Only you and your fears prevent you from achieving your goals.Be brave. Put it out there -- start a group. You never know where this might lead and what connections you might make.Be picky.Stay true. Do it your way, work with integrity and kindness.