: Steve Swavely
: Ignite Your Leadership The Power Of Neuropsychology To Optimize Team Performance
: Indie Books International
: 9781957651408
: 1
: CHF 10.50
:
: Management
: English
: 148
: kein Kopierschutz
: PC/MAC/eReader/Tablet
: ePUB
What if you could peer into the brain of your teammates to understand what makes them tick and how to lead them best? That information would be key to taking your team to a new level of performance. Unfortunately, most leaders spend most of their time on the technical and operating systems of their businesses without learning how to manage the human system. The good news is that research from neuropsychology has clearly demonstrated that with the right approach these skills can be trained. In Ignite Your Leadership Dr. Steve Swavely lays out a blueprint to build human system expertise. This blueprint identifies and connects the components of a proven process to optimize team performance. Not only will you learn the what and why behind certain behaviors you will also learn the practical steps to implement these techniques and see real results.
CHAPTER ONE
WHY DO LEADERS STRUGGLE?
Tend to the people, and they will
tend to the business.
—JOHN C. MAXWELL—Author and Leadership Expert
THE STRUGGLE OF LEADERSHIP
In my initial interviews with executives I’m coaching, in addition to learning their objectives for their leadership and team, I also like to understand what they like and dislike about their job. Here is an example of that dialog with a CFO I was asked to coach:
Me: “John, before we talk about your objectives for coaching, I’d like to get to know you a little better. I have a few questions to ask. Would that be OK?”
John: “Sure. Fire away.”
Me: “Well, let’s start with this one. What do you find is the most exciting part of your job as a leader and CFO of this company?”
John: “Well, I love my responsibility as a leader here. My responsibility is to ensure this company stays on budget, makes money, and continues to grow financially. That’s exciting, and I love the work that responsibility brings me.”
Me: “That sounds like a lot of responsibility, and it also sounds like you enjoy that responsibility as well. Now, tell me, what is the least favorite part of your job as a leader and CFO of this company?”
John: “I think this would be the greatest job in the world if only I didn’t have to deal with the people. Yes, that’s it. People can be so difficult.”
John’s ironic perspective as a senior-level company leader is not uncommon. Leaders do indeed have a tremendous responsibility. That also is a great challenge. To be successful in tackling the challenges of this responsibility, you must balance two interdependent but frequently contradicting approaches to leading:
•One approach leverages the technical expertise required for your role. This is about executing the technical and operational systems that produce and deliver your product or service.
•The other approach leverages your relationship expertise that optimizes your team’s performance. This is about nurturing the human system that is also critical to produce and deliver your product or service.
Here is the messy reality of this balancing act. If you are like John, and most leaders, you earned your leadership role because you are great at the technical aspects of the role, and you feel unprepared to tackle the sometimes uncomfortable and frequently difficult relationsh