At the point of our bodies and our senses (eyes, ears, touch, etc.) meet in the world is at a crossroads. At this point, as we experience a constant in both directions …
1st Apart from situations where actions and events in their environment
2nd Inside-out, what we feel, interpret, decide to deal with these situations and our response
Kevin Cashman speaks of this intersection as it applies to executives. First, the environmental impact of a leader clearly what is in the minds of the leaders and, in turn, generates the leader of the mental processing of actions and reactions, the effects of his / her environment. External and internal, it is a dynamic group. You can not seriously consider the development of leadership qualities, without both.
Cashman is right on the money when he says that the typical leadership development programs in organizations is rather good at “from outside”, the part: the actions of the leadership, attitudes, skills, techniques and so on. For this reason he decided to lead from the inside “inside” focus or part, as you grow your inner self as a leader. The book is about cultivating the whole person as a way to grow a great leader.
I love this book for several reasons. The internal focus on values ??and unconscious beliefs, assumptions and habits of thought is based, are the focus of recent studies in leadership. Secondly, the author presents a roadmap for us to develop from within. The map includes seven different activity areas:
1st Personal Mastery
2nd Mastery Goal
3rd Interpersonal control
4th Change Control
5th Resilience control
6th To control
7th Action Masters
Finally, at the end of each chapter lists the control area, there are practical exercises that develop in this particular area. The seven areas do not indicate any kind of plan or sequential stages of development. We see it rather as an integrated process. They can work together to achieve clarity around your goals and priorities (Object command) get to the same time as you improve your ability to build, stronger relationships (interpersonal control).
I agree completely, if Cashman stressed that the work requires a lifelong commitment of internal control. You can not fill it with a few workshops or six months of coaching. The best leaders operate continuously self-observation, comments from others, ask for reflection, and drove away self-discovery.
Why there is no “quick fix” on the inside? Because these unconscious beliefs and maps of reality that we all carry within us are deeply rooted. You decide, or at least strongly influence our behavior to the outside. But because they are generally below the level of our consciousness, we do not make them work. Moreover, we do not know that we do not see them. The only way to free ourselves from their influence on us is to bring these limiting beliefs and habits of thought in the light of day and realize new ways to improve the efficiency.
This is where this book
For the remainder of this essay, I want the light on some points that my attention in terms of practical master Kevin Cashman seem caught seven years.
Personal control and mastery goal. Some lead by the force of her character, but most of the leaders on a strategy of adaptation. They have really tried to get results, but to divert too much of their available time and attention away from themselves to keep their image, security, comfort and control. Of course we can not expect people to ignore their very personal concerns, but the best leaders prefer their behavior from their strong character and the compelling targets to be determined.
Interpersonal control. Cashman cites a recent study by the Saratoga Institute staff parties and their respective managers. 85% of employers said their employees had left for more opportunities and more money. But 80% of former employees of the reason cited for their departure as a bad relationship with the lack of supervision of the manager. I wonder how many “departees” were too precious to lose. Their interpersonal level of control has received a huge impact on your overall effectiveness as a leader and by extension of the results.
Change Control. If we have the idea that the manager with what exists and executives on the go that does not exist to accept work, then the leadership is to create change.
Resilience Mastery. 92% of the CEOs of 62 interviewed for the book cites resilience as the area most difficult to master. I was initially surprised, but, on reflection, it makes sense. Resilience is both the ability to stay focused and energized in the confusion and complexity of today’s environment and the ability to bounce back from a setback or defeat. He calls for a short list of items, including:
* Confidence in yourself and your goal
* Hard strong performance
* The ability to learn from mistakes
* Agility
* Live a balanced life
* With a support network in the vicinity
* The willingness with which to work on what they control or influence, while the assumption that you are not
Be controlled. Some form of periods of calm reflection, ideally with the spirit of the development of Meditation offers the opportunity to discover their deeper meaning and to develop the calm in stressful situations that people are attracted to and trust.
Control behavior. Coach performance should be the participation of the commitment of the client to a new behavior, then they keep the commitment. Zenger Folkman research shows that 50% of the impact of training just after the workshop to apply skills on the spot to return supported by management. A study shows that post-training coaching ASTD amplified the effects of training by 73%. To act without the will and discipline, you do not have effective leadership.
The bottom line of recent research and this book is that a significant degree of control to achieve as a leader, we must participate in control of ourselves. This book offers a lot to consider for all of us … and then act!
Ian G. Cook is a trainer, keynote speaker and moderator since 1988, director of leadership development company, Fulcrum Associates Inc. He works with managers to increase their effectiveness as a manager and want to build a team stronger. Ian invite you to contact him about the ideas in this article or challenges related to building a strong leadership at all levels of the organization, the type of leadership, generating strong results there and discuss your company a sustainable advantage.
I love this book. It is a very quick and easy reading. I quit reading it in less than an hour. The book contains many valuable lessons on management. The authors use a minute of their base. You really do not need more than a minute to explain what needs to be done. The authors even encourage a manager to find a way to be able to explain, to find what its done in less than a minute.
