tag:blogger.com,1999:blog-7218216369142003434.post9149267326367631854..comments2024-02-19T23:13:25.380-08:00Comments on Strategy With Purpose: Purpose Driven Leadership (PDL©) - as Stretch and (Eu)stress?Charles Prabakarhttp://www.blogger.com/profile/15714461775981814360noreply@blogger.comBlogger6125tag:blogger.com,1999:blog-7218216369142003434.post-69503357415127255462011-05-26T05:39:10.655-07:002011-05-26T05:39:10.655-07:00Indeed, Charles... 'inside-out leadership'...Indeed, Charles... 'inside-out leadership', 'leading by example' are such powerful key words.<br /><br />This is perhaps one of the greatest challenges facing today’s leaders. You have beautifully portrayed this in your articles. As leaders continue to shift their emphasis away from the traditional role of managing and controlling, they need to improve their understanding of human behavior and how to bring out the best in people (i.e., differentiating performance and talent management processes properly).<br /><br />For many leaders, this means change. Regardless of external circumstances, rank, or previous experience you can improve your leadership skills. Leadership qualities stem from internal attitudes and learned skills, not outside situations. Effective leadership consists of more than just an intellectual understanding of leadership characteristics. The characteristics and skills must be incorporated into your style. They must be consistent with your beliefs and values, and part of your actions and decisions. That's what 'purpose-driven-leadership' is all about (and you capture that essence in all your articles so beautifully.) Leaders inspire others, improve outcomes, bring out the best in people, make mistakes, and continuously learn and improve. Your success as a leader depends on your ability to influence behavior and align your resources in the direction that will ensure continued success.<br /><br />Deeply appreciate sharing your wisdom, Charles!<br /><br />Namaste!<br />SuryaAnonymoushttps://www.blogger.com/profile/07504930411226588007noreply@blogger.comtag:blogger.com,1999:blog-7218216369142003434.post-69807520250149591052011-05-25T14:36:57.075-07:002011-05-25T14:36:57.075-07:00You bring up some great points Surya– Yes, leaders...You bring up some great points Surya– Yes, leadership at the end of the day, is all about active employee engagement at all levels– as well engaged active employees will indeed voluntarily exhibit these inside-out leadership traits at all levels and voluntarily get things done, as opposed to, someone telling them, what they are supposed to do – which as you have alluded, has a huge impact on the 5 areas of business outcomes, you have mentioned.<br /><br />Again, with leadership coaching, being one of your strong fortes, I couldn’t agree more with your assessment that coaching is all about leaders exhibiting these positive attitudes on a daily basis (or leading by example) – as action (more than words) is what brings the best from people. <br /><br />By all means, a great comment and I am humbled and honored to hear from a leadership coaching expert like you, especially within the context of this article. Appreciate it again Surya.Charles Prabakarhttp://strategywithapurpose.blogspot.com/noreply@blogger.comtag:blogger.com,1999:blog-7218216369142003434.post-54591376912284147612011-05-25T14:00:44.597-07:002011-05-25T14:00:44.597-07:00Hello Charles,
Another insightful article, as alw...Hello Charles,<br /><br />Another insightful article, as always. <br /><br />Most business leaders that I work with are acutely aware of the costs and benefits of engaging their workforce at all levels. Active employee engagement has strong linkages to key business outcomes, including:<br />• Retention<br />• Productivity and performance<br />• Profitability<br />• Customer satisfaction and retention<br />• Safety<br /><br />What many of these managers struggle with is they don’t actually understand what or why their specific behaviors do not elicit positive responses from employees?<br /><br />In our coaching, we encourage them to focus on three leadership behaviors that most successful and positive managers practice:<br />1. Use a strengths-based approach<br />2. Provide frequent recognition and encouragement<br />3. Maintain a positive perspective when difficulties arise<br /><br />In our experience, these practices have a direct effect on employee engagement, and each is an observable and testable behavior. None of these characteristics are innate, but all can be learned.<br /><br />In other words, very few executives intuitively know:<br />1. How to work with people’s strengths<br />2. How to automatically give frequent credit where due<br />3. How to respond with your best game face when the going gets rough<br /><br />Business leaders need to focus on the areas in which an employee excels and how his or her strengths can be leveraged to benefit the employee, team and organization. It’s something to think about when you are looking at your team’s results. What can you do as a manager to bring out the best in people? Focus on what they do well rather than wrong. That’s what positive leaders do. In other words, your assertion that leaders must elevate their “aspiration driven hope portfolio traits” greater than their “faith based vision portfolio traits” is right on target. Well done!Anonymoushttps://www.blogger.com/profile/07504930411226588007noreply@blogger.comtag:blogger.com,1999:blog-7218216369142003434.post-44260941201436083812011-05-25T11:48:55.162-07:002011-05-25T11:48:55.162-07:00Hello Charles,
I appreciate your response and est...Hello Charles,<br /><br />I appreciate your response and esteem of the Rugged Leadership Landscape title<br />I choose not to vote at this moment on whether Talent should be treated this way or the other as I have not firmed up my mind.<br /><br />I am responding also to thank you for the great lesson your parents taught you. It is a lesson for all of us at all time<br /><br />I am waiting for your next postali ananihttp://www.winnerstrain.comnoreply@blogger.comtag:blogger.com,1999:blog-7218216369142003434.post-14873490884294246912011-05-25T11:35:50.807-07:002011-05-25T11:35:50.807-07:00Wow, what a great title - Rugged Leadership Landsc...Wow, what a great title - Rugged Leadership Landscape – I really like this poetic title, and it perhaps can become the title for another article. To your point, you are spot on that leadership in 21st century, is all about navigating these rugged landscapes – that is filled with both mountains and valleys. As you have alluded -yes, while leaders’ objective is to reach the crest (mountain top), history is always filled with many examples, where leaders have always have gone through the valleys, before reaching the crest – and, in a way, it makes sense also, as it gives them a compelling reason to appreciate the value of crest, only when they have gone through a trough experience.<br /><br />Growing up , my parents used to quote me a saying “You will appreciate the goodness of shadow, only when you walk through the torchy wilderness” – it is indeed true even in business world, that companies can appreciate and sustain their market leadership, only when it is hard earned - otherwise, they will lose it soon, during the next storm.<br /><br />To your point about adding talent as a separate thread – Sure, while I agree that Talent qualifies on its own merit to be a separate thread, especially within the 21st century context, in a way I had folded it under the larger Caliber thread – as Caliber takes in to account of larger human capital challenges, where Talent is a key component. I can go either way, and should our readers feel that it needs to be added as a separate thread, we would be happy to do so.<br /><br />Again, readers like yourself are the ones who help us to do more research and come up with timely articles on these difficult topics – which most bloggers choose not to address, as they sometimes could cost us professionally. However, we choose to differ, as we have been convicted to write what is right for the larger society.<br /><br />Again, appreciate your grand comment Ali.<br /><br />Regards,<br />CharlesCharles Prabakarhttp://strategywithapurpose.blogspot.com/noreply@blogger.comtag:blogger.com,1999:blog-7218216369142003434.post-40923332890063539942011-05-25T11:12:32.032-07:002011-05-25T11:12:32.032-07:00Hello Charles,
This is a great read as it provid...Hello Charles,<br /> <br />This is a great read as it provides a very clear picture of what I would call "Rugged Leadership Landscape" .It turns people blind to climb a low crest forgetting the landscape keeps changing and there exists a fitter crest. To get to that crest the leaders must align their energies by streamlining their "aspiration driven hopes” with “faith based visions” to tackle the real causes of problems. These root causes are rightly outlined by you as talent-based.<br />I have a question: your five leadership threads (confidence, commitment, context, caliber and call-to-action) are they still five or they grew to six to accommodate the talent dimension?<br />The support you give to the role of Talent Management is convincing because of the very strong support you backed this with survey data.<br />One last word is to thank you for the lovely illustration you added to the article.<br />Truly, Charles you have written a brain-opening article.ali ananihttp://www.winnerstrain.comnoreply@blogger.com