In the card game of poker, a bluff is a bet or raise made with a hand, which is not thought to be a winner. The objective of a bluff is to induce a fold by the opponents who hold the better hands. The size and frequency of a bluff determines its profitability to the bluffer. By extension, the term is often used outside the context of poker as in leadership to describe the act of making promises one cannot execute. Having the pokers bluff in mind as it relates to the behaviors of leadership, strategy and execution, I couldn’t help but to think about the hallmarks of change – disruption and the use of Crisis Leadership as a means of disrupting incumbent marketplace decisions.Read More›
Leadership is about being able to lead out from crises before they occur (the defining meaning of Crisis Leadership). This is a talent and skill that many leaders today are simply lacking. What’s needed, is a disciplined, future-focused and intelligent “preemptive-minded cultural” approach known as Crisis Leadership. This approach brings forth three considerations in behavioral intelligence, which when used in combination, will increase leadership’s ability to become more effective in dealing with crises, chaos and turbulence in organizations.Read More›
Volatility, Uncertainty, Complexity, and Ambiguity. It’s become a popular acronym but it is very real. In this video, Grant Wattie, President of N2Growth Australia, discusses how you, as a leader, can’t hold on to traditional leadership techniques and make it in this world full of VUCA.
At N2Growth, we would love the opportunity to speak with you and see how we can help you navigate the volatility, uncertainty, complexity, and ambiguity facing your organization.Read More›
Are you looking for that much needed strategic advantage in life? Are you looking to gain an edge over the competition to get that job you believe and think is already yours? If so, all it takes is learning how to follow three simple rules to develop a shift in your mindset to hone your skills to become a stronger leader for yourself and others.Read More›
Why do you do what you do? In this video, Grant Wattie, President of N2Growth Australia, discusses how you should really be honest with yourself when you come to a crossroads with your professional career. Ask yourself, what do you value? And will your choices allow you to live your values?Read More›
What does a leader look like? Think of two leaders, famous or not, whom you admire and respect. What do they do that is so different? What traits do they have that help them excel at a high level? Leadership is not a great mystery. Great leaders have specific traits in common. These traits can be learned and developed—by you!
As a leader, you need to understand the specific traits that will help you achieve a high level of leadership success. Here are ten tips to help you identify what you as a leader must do.Read More›
When you leave, you want to people you know you have been there.
Every leader wants to leave a legacy. We are tempted to think of legacy in terms of big accomplishments. And by that measure Mary Sue Coleman, president of the University of Michigan who is retiring this summer, has some major kudos to her name.
* This post was originally published on LinkedIn
I’ve always been amazed at the number of tremendously gifted leaders who underutilize the one asset most responsible for their success – their brain. It’s not that leaders don’t think; it’s that they don’t think enough. And when they do find time to think, many leaders often think about the wrong things, in the wrong ways, at the wrong times. My message is simple, but not necessarily easy; to do more – think more.
IT’S TIME TO TAKE CHARGE OF YOUR ORGANIZATION’S HEALTH!
Schedule an appointment with your organization’s health care provider (you do have one right?) to discuss what operational screenings and organizational development exams you need and when you need them.
These are critically important to make sure your organizational leadership index is healthy, balanced and aligned with your strategic intent and vision to meet the organization’s objectives going forward.
We’re providing some of our resources to help you and your health care provider (you do have one right?) determine what health services and screenings are best for you and your team.Read More›
Employees want feedback. They want an honest assessment of their behavior to help them improve their work. They know that if they listen to, and take action on, clear and constructive feedback, their overall performance will improve. And so will their job satisfaction.
However, most managers feel uncomfortable delivering feedback, especially when it involves a problem or concern. So many managers take a passive approach or are guilty of knee-jerk, “drive by” feedback, which can be counterproductive. Providing feedback that gets results isn’t as difficult or painful as you think. Listed below are ten tips to make it a powerful, positive experience.Read More›
Are you a person of integrity? Chances are you and everyone reading this article will answer in the affirmative. This introduces a massive blind-spot we have in our lives and organizations: self-deception – as none of us can say we have full integrity.
So, first, how do we define integrity?
Wolfgang Beltracchi is the most successful art forger in history. His fake paintings have sold for $46 million to museums, and private collections all over the world. He says the experts hate him because he managed to fool them for decades – he eventually wound up in jail. Some say what he did was a crime against the art culture and others think it was acceptable because he didn’t hurt anyone.
This story paints a strong allegory to leadership. It might sound a far fetch, yet how often have we tried to pass off our own behaviour as fake to maintain a façade? In the following article I’ll share some observations, insights and research on how we can be more authentic and learn to spot our own in-authenticities.Read More›