Dan Cremons’ Post

“Positive leadership is not just about a company’s productivity or success, but about senior leaders working together to have a shared growth ambition.”    As executives, we must work together to ensure that our organization strives to run seamlessly. We should create a positive environment that harbors innovation and celebrates every win so that teams feel inspired to continue driving toward the company’s mission. https://lnkd.in/eTTTjuSt

In today's dynamic business landscape, the role of a leader extends beyond mere direction-setting; it encompasses fostering an environment of trust, high performance, and engaged teams. At the heart of effective leadership lies an individual's reputation, a culmination of their behaviors, perceptions, and interpersonal skills. Understanding and enhancing this reputation is pivotal for success. The integration of Hogan Personality and 360 assessments stands as a beacon, shedding light on a leader's strengths, weaknesses, and areas for development through comprehensive feedback from managers, peers, and direct reports. This amalgamation not only unveils critical insights into a leader's behavioral tendencies but also forms the cornerstone for fostering self-awareness, thus unlocking the path to leadership excellence. Read the full paper here: https://lnkd.in/gVYd3B2N

How do the best leadership teams navigate uncertain times? They create a “company-first” culture. They think and act across the enterprise. They maintain a relentless focus on reinventing the business. They free up the right people for the hard stuff. They're inclusive of different backgrounds and skills. They encourage healthy debate but avoid undermining fellow leaders. They strive to be humble and objective. https://lnkd.in/gy8JFgeK

CastleAsia/PT Jasa Cita and ELAvate Global proudly present the Future Leaders Program (FLP) – a transformative 9-month, results-driven leadership development program! Avoid these common mistakes in fulfilling leadership roles: - Failure to develop a comprehensive succession plan - Neglecting high-potential talent for leadership roles - Overemphasizing technical skills at the expense of leadership and interpersonal skills - Ignoring the importance of cultural alignment   Consequences of these mistakes: - Decreased morale and disengaged staff - Restless high-potential talent leaving the company - Disruption in business operations - Missed business opportunities The FLP is designed to help companies proactively address leadership gaps: - Develop a pipeline of ready-to-lead individuals - Mitigate the risks associated with ineffective leadership - Foster a culture of excellence and growth Learn more about the FLP at www.castleasia/flp and take a step toward building resilient leadership! Michael Joseph Griffin

7 factors that set leadership teams apart: 1) They create a “company-first” culture; 2) They think and act across the enterprise; 3) They maintain a relentless focus on reinventing the business; 4) They free up the right people for the hard stuff; 5) They’re inclusive of different backgrounds and skills; 6) They encourage healthy debate, but avoid undermining fellow leaders; and 7) They strive to be humble and objective. https://lnkd.in/gHe5RC7P

Type #1: Transactional leadership Transactional and transformational leadership (of which we’ll talk more about in the following chapter) are two major types of strategic leadership and two sides of the same coin. Transactional leadership is directive and relies on transactions that occur between the leaders and their subordinates.  A transactional leader will: Ensure that each employee understands their role, Measure the employee’s performance, and Motivate them to improve their engagement if necessary.  For the most part, they use a system of rewards and punishments to achieve their objectives and ensure all employees follow their directives.  This is a fairly conventional leadership style that usually uses downward business communication — instructional, directive communication that goes from the top (the leader) to the bottom (the employees).

An enterprise leadership mindset requires a significant shift in perspective and a ready willingness of C-Suite team members to sometimes subordinate their functional needs for the greater good of the organization. Experience with various teams has shown that this is a trait not always natural to individuals or clearly articulated by CEOs. Many C Suite leaders struggle to effectively transition from their previous role and yet success at this level requires transition from a functional manager to a leadership team member. This is more than just a change in title; it demands a fundamental shift in mindset.

An enterprise leadership mindset requires a significant shift in perspective and a ready willingness of C-Suite team members to sometimes subordinate their functional needs for the greater good of the organization. Experience with various teams has shown that this is a trait not always natural to individuals or clearly articulated by CEOs. Many C Suite leaders struggle to effectively transition from their previous role and yet success at this level requires transition from a functional manager to a leadership team member. This is more than just a change in title; it demands a fundamental shift in mindset.

Leadership is much more than telling people what to do. Have you heard of the GROW model? It's a great way to help you think through how to adapt your leadership style based on the needs of your team. Ahead of his incoming short program on the topic, Professor Mark Cannon shares his executive leadership expertise: https://ow.ly/RTAY50PlnHX

Too many leaders are focused on their own preferences, efforts and work and not enough on their influence on others. A great definition of leadership is helping people be better than they would be without your influence. A leader creates the environment, systems, and processes that help people produce higher quality work than they would be able to without them. If the people who work with you could produce the same results without your involvement, you may be doing something but you aren’t leading. A corollary to this is what may be the most underrated leadership skill: helping people want to do what the organization needs them to do. Through encouragement, challenge, vision-casting, personal relationships, and story-telling, leaders help people get to the place where they are more excited about the mission than they are their personal preference. They become mission-first rather than me-first. Through your leadership and the culture you create, your staff should come to believe that it is better for them to do what the organization needs them to do than to do what they are most interested in or would most enjoy doing. In the long run this changes everything.