Patsi Krakoff, Psy. D.'s Articles in Leadership - Customized Newsletter Services

Patsi Krakoff, Psy. D.'s Articles in Leadership

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The Brain Science of Persuasion: 7 Triggers (Leadership) People make two major mistakes when trying to persuade others: 1. Using the argument that would work best on themselves 2. Overestimating the power of logic and rationality Instead of researching what makes people buy or make decisions, they ask themselves, “What would motivate me to participate in this program or buy this product?” That's the wrong approach. What has the new science of brain studies taught us about the way we make decisions and are influenced? ----- 9 Common Delusions About High Performance (Leadership) Do you really know what contributes to your company’s high performance — or are you making assumptions based on faulty logic? It turns out that most of the data regarding why one company succeeds and another fails is rife with errors in thinking and researcher bias. ==== The Business Case for Happy Companies - Leadership Why do so many companies have uninspiring leaders and uninspired employees who plod along with little — or the wrong — motivation? Why are corporate decisions still being made for the short term, undermining morale and jeopardizing business success? Happiness is not a result, but a cause, of success. It’s key to fully realizing an organization’s “return on people” (ROP), which entails bringing out their best talents, strengths, passions, interests, knowledge and skills. ==== The Succession Solution: Apprenticeship Model There’s something wrong with leadership development practices. Organizations are facing unprecedented challenges in finding successors for top jobs — and worse, so many leaders fail shortly after landing their positions. Directors, CEOs, HR executives and other business leaders have fared poorly at selecting and developing organizational leaders. They don’t seem to understand what makes a leader or what the job entails. They focus on the wrong people for the wrong reasons. ==== Judgment: Making Great Calls What is the fundamental essence of leadership? Is it the ability to make consistently good judgment calls? Realistically, leaders are remembered for their best and worst judgment calls, especially when the stakes are high, information is limited and the correct call is far from obvious. In the face of ambiguity, uncertainty and conflicting demands, the quality of a leader’s judgment determines the entire organization’s fate. ------ The Unspoken Taboos of Leadership: Exploring Charisma Leadership is messy — and not for everyone. It’s a contact sport, and people get hurt. Unfortunately, the subject remains poorly understood. We fail to discuss the importance of power, intelligence, self-centeredness, political gamesmanship, arrogance, competitive fire or manipulation — the unspoken leadership taboos. ---- The Leadership Void: The Problem That Isn't Going Away Most executives and HR specialists know a large percentage of baby boomers will retire over the next five to 10 years — and with them, 50% of the CEOs of major companies. But as with Hurricane Katrina, we see it coming and aren’t doing enough: We remain woefully unprepared. ==== No More Jerks at Work: Preventing Desk Rage It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007). Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others. Jerks do not go undetected for long. Raging maniacs are easy to catch and discipline. Winning the War for Leadership Talent The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Most large companies will have to scramble to meet gaps in senior leadership talent. The global and more dynamic economy of the 21st century requires executive talent with a more complex skill set. This article examines the coming war for leadership talent. -- Leadership Power Stress: Creating Renewal Effective executives often find themselves caught in a cycle of stress and sacrifice, without any possibility or time for recovery or renewal. Most of those who make it to the top have proven track records for influencing others, getting teams to work together and achieving results. Yet even the most adept leaders end up experiencing "power stress." How can leaders learn to manage themselves and avoid falling into dissonance? -- Preventing Executive Burnout The atmosphere at work has changed. The pace of change keeps accelerating. Today's managers are experiencing a whole new order of exhaustion. -- Making Strategy Everyone's Job After years of reengineering, downsizing and optimizing operational efficiencies, companies are now focusing on new ways to generate distinctive competitive advantages. Strategic planning is back, but with a difference: it is no longer the domain of the CEO and senior executives. -- Executive Coaching Is Hot Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment. -- Love 'Em or Lose 'Em: Retaining Talented Employees Retaining key employees is still the number one problem for corporations. Even when there is a slower economy, attracting and holding top talent is a serious concern. After 20 years of down-sizing, it may seem ironic that corporations are now in a panic about losing employees. -- Generations at Work: Boomers, GenXers & Nexters Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together. -- Creating a Climate of Innovation An enterprise that does not innovate will not survive long. And management that does not learn to innovate and foster creativity will not last long. -- Getting the Most out of Executive Coaching When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money. -- Sustaining Results: Balancing People, Values and Business In the last few years several books have addressed why some companies are more enduring than others. What distinguishes the great from the merely good? -- Leadership: Facing Moral and Ethical Dilemmas In 2001 in the U.S. alone, 257 public companies with $258 billion in assets declared bankruptcy. This was a huge increase over the previous year's record of 176 companies with $95 billion. -- Survival of the Fittest: Feedback is not for Sissies In order to be persistently successful, people and organizations need to adapt continually to their environment. This requires information from the environment. The more open the feedback loops, the more effective the adaptation and change can be. Few leaders have truly open and honest feedback within their organizations -- Creating an Execution Culture – A Leader’s Most Important Job In the year 2000 alone, forty CEOs of the top 200 companies on Fortune’s 500 list were removed – fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong. -- Flipping the Coin for Talent: How Well are You Hiring? Everyone agrees that talent is an important competitive advantage, but surprisingly, three out of four companies do not have a priority talent management program. Hiring processes are often random and decisions based on intuition. In many cases, hiring decisions have success rates similar to flipping a coin! -- Understanding Basic Human Behaviors at Work: What Drives You? One of the earliest studies of human behavior at work was done at AT&T's Western Electric Hawthorne Plant from 1927 to 1932 by Harvard's Elton Mayo. Their principle findings are still relevant today: when workers have an opportunity to contribute their thinking and learning to workplace issues, their job performance improves. -- Leadership Coaching for Results Many attempts have been made over the past decade to quantify return on investment of coaching programs for executives in organizations. This article examines studies of ROI on coaching in organizations. -- Leadership Coaching for Behavioral Change How do you get leaders to change? How do you optimize their talents and potential? What are best practices of executive coaching programs that produce lasting results in effective leadership behaviors that drive business results? -- The Case for Clarity: A Key Leadership Quality There’s a lot to be said for clarity and simplicity. When executives at the top make short, clear statements about their defined customers, core strengths, desired future and action plans, they prevent employee confusion and anxiety. They create confidence throughout the organization and replace uncertainty with resilience and creativity. In fact, clarity may be the most essential quality for leading large groups of diverse employees to a desired future. -- Where Have All the Good Managers Gone? Nobody aspires to being a good manager these days. So much attention and resources are devoted leadership development, and everyone wants to be a great leader. Yet leaders all have to manage people. The separation of management from leadership is dangerous. Leading without good management results in a failure to execute. Let’s get back to good, strong managing. But what does that mean? -- Managing with Emotional Intelligence: Developing Empathy The business community has embraced the concept of emotional intelligence and its importance ever since Daniel Goleman's best-selling book, Working with Emotional Intelligence (1998). But the challenge is to demonstrate that such competencies can be acquired and when they are, that they significantly impact employee performance. -- Are You Ready for the Future? Is your organization looking forward, or is it focused on the problems of the present and immediate short-term competition? -- A Winning Team in the First 90 Days Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage. -- Leadership Personality: Do You Have the Right Big Five Traits? How well do you understand basic personality differences among the people at work? Knowledge of personality structure, dynamics and development is helpful to your: 1. Personal professional development 2. Relationships with associates 3. Relationships with superiors and the organization in general The bottom line is performance. Whether you are working in a team, leading a department, or selling a service or product, the way you communicate and persuade is critical to your personal success and Leadership in Times of Uncertainty: Back to Basics In the wake of tragedy, leaders are faced with challenges that stretch their abilities and skills. In this global economy of rapid change and increasing complexity, many leaders struggle to lead their companies in the right direction. Now, more than ever, there is increased uncertainty, more complexity, and more chaos. -- Personality Types in Executives: What Works The Myers-Briggs Type Indicator is one of the most frequently used self-report assessment tools in management and leadership development programs around the world. It is used in leadership development, team-building, communications training and executive coaching. -- Sustaining Results: Balancing People, Values and Business In the last few years several books have addressed why some companies are more enduring than others. What distinguishes the great from the merely good? -- Follow the Leader? It's a new game! Organizations are successful or not partly on the basis of how well their leaders lead, but also in great part on the basis of how well their followers follow. What is the role of the follower and how does it affect leadership behavior? How can members of the executive team participate more effectively to create a truly dynamic partnership relationship with their leader? -- A Leadership Map for the Future Predictions for the future can be stimulating and challenging, especially if one is a top executive in a business enterprise attempting to make strategic decisions. Our rapidly changing global environment presents problems never before encountered. No one knows what will be required of leaders in the future, but some speculation is worthy of our attention. -- Understanding Executive Failure CEOs are now lasting just 7.6 years in office on a global average, down from 9.5 years in 1995, according to consulting firm Booz Allen Hamilton. Two out of every five new CEOs fail in the first 18 months (HBR, January 2005). -- Values-Centered Leadership: Walking the Talk All organizations have a mission statement and a set of values or guiding principles. They include such items as Integrity, Customer Service, Quality, Respect, High Performance, Teamwork, Leadership, and Innovation. Often these words are prominently displayed on plaques, posters, laminated cards, and even screen savers. -- Rethinking the Future: Leadership for the 21st Century The industrial age of business was a system that operated with linearity & logic. This is giving way to new forms of outsourcing, minimization of scale, an emphasis on profit centers, networks and other forms of organization. When an old paradigm crumbles, we experience frequent bursts of creative thinking. Accompanying this is an equivalent degree of chaos and confusion, with feelings of uncertainty. This article examines leadertship for the 21st century & preparing for the future. -- Leadership by Persuasion As a leader, your success depends upon your ability to get things done: up, down and across all lines. To survive and succeed, you must learn to persuade people: to convince them to take action on your behalf and under your direction, often without formal authority. Persuasion is widely perceived as a skill reserved for sales & negotiation. Now, it’s an essential proficiency for all leaders. You must make a rational argument, and also frame your ideas in ways that appeal to emotions. --

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