“From Now To How: Social, Virtual and Cross Generational Leadership” by Exec Coach & Trainer @JustCoachIt

by Guest Blogger, Irene Becker
First woman CEO of a steel company in Canada, Irene Becker has a track record of trailblazing accomplishments in business and in the community at large. Irene is an inspiring executive coach, speaker and writer whose R-E-A-C-H methodology and 3Q focus has helped clients achieve breakthrough results in their careers, communication, leadership and lives. Passionate about the integrity of her work, Irene is dedicated to helping change-makers LEAD forward at the speed of change.

Leadership Balance

You can criticize, condemn and complain or imagine, inspire and innovate. Your choice will determine your destiny. – Deepak Chopra

The need to go from NOW to HOW is critical. Leadership starts with our ability to imagine, inspire, innovate and communicate forward.

Hope lies in not simply playing to strengths, but to seizing every challenge, change, stressor and failure as an opportunity to grow, evolve and expand the power of our minds, the strength of our brains and the capacity of our hearts.

Courage lies in our ability develop a whole new mind set, skill set and heart set that optimizes the unbridled passion, purpose and potential of humans to do better, rather than simply living or working faster than ever before.

Strength lies in finding a common language, a common message that touches the heads, hearts and mind of many. A message that transcends social, ethnic, virtual and cross generational lines because it speaks to the purpose that unites us all.

Leadership starts with our ability to imagine, inspire, innovate and communicate forward.

Leaders must be purpose driven because purpose equals profit on a multiplicity of levels. If your employees, your team, your constituents do not feel that the work they do, the contribution they make, is purposeful they will never optimize or maximize their potential.

If they do not feel that they are an integral part of a bigger picture, a larger goal or a greater team, the engagement, loyalty, transparency of communication and collaboration optimization of engagement and potential will not be achieved.

Similarly, if they do not have access to resources that help them learn new ways of thinking doing and communicating that enable their greatest potential in the face of change, challenges, complexity and opportunities they cannot lead forward.

Leaders must embrace their ability to go from NOW to HOW by not simply playing to strengths but also to using change, challenges, stressors, even failures to optimize all 3Q’s: IQ (intelligence-focus-ability to learn and re-learn faster and better); EQ (emotional intelligence; self awareness, self management, relationship management, social management, communication); and SQ (values, purpose, integrity).

3Q Leadership strengths are not for the faint of heart. They are instead for those who want to negotiate dark corners, build new bridges among diverse groups and develop communities of purpose and practice that survive and thrive by using strengths, changes and challenges to communicate and lead forward.

Leaders must be excellent listeners, learners and communicators who build bridges across diverse groups, internal and external constituencies. They must build and empower Communities of Purpose where shared objectives, values, purpose and language empowers, engages and sustains actual, social/digital/virtual communication and collaboration.

They must have the courage to negotiate dark unknown corners with courage, hope, faith, integrity and humanity knowing that the differences that separate us are inconsequential in relation to the common human bond and purpose that unites us.

They must have the communication skills to find the message, the sound bite that opens the ears, heads, hearts and minds of all, irrespective of race, creed, gender or generational age. They must be leaders who learn, re-learn and fail forward faster and better than ever before by developing real and virtual/social communities of purpose.

Leaders must be excellent listeners, learners and communicators who build bridges across diverse groups, internal and external constituencies.

The need to go from NOW to HOW is critical. Leadership starts with our ability to imagine, inspire, innovate and communicate forward. It means embracing our ability to learn, re-learn, imagine, inspire and innovate by championing the mental, emotional agility and consistency of united purpose and integrity that can help us use what is to create what can be in ourselves, our people, our organizations…our world.

We would love to hear from you on what you think about this post. We sincerely appreciate all your comments.

If you like this post please share it with friends. And feel free to contact us if you would like to discuss ideas for your next project!

Sincerely,
I.LM.A. Team
I Love My Architect – Facebook

FC3 ARCHITECTURE+DESIGN, LLC
P.O. Box 335, Hamburg, NJ 07419
e-mail: fcunha@fc3arch.com
mobile: 201.681.3551
direct: 973.970.3551
fax: 973.718.4641
web: http://fc3arch.com
Licensed in NJ, NY, PA, DE, CT.

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10 STEPS TO GETTING THINGS DONE: WHAT MY KIDS TAUGHT ME ABOUT LEADERSHIP AND TEAM BUILDING

I often compare working with adults to working with children. Here is a list of suggestions to getting something done, whether it is other colleagues at work or your kids at home.

Please share your comments and feedback below this post.

1. SHARE THE VISION
It’s never easy getting someone else to just “buy in” and do something — at least not unless there is some big reward at the end. So share your vision and get “buy in” from your team. If it is possible, allow the team to shape the vision of the project, task, or event.

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2. MOTIVATION
Find out what motivates your team. My wife and I have been procrastinating about swapping out the kids play room with my office. By engaging my team (my kids) while my wife was out, I was able to have them help us jump start the small but arduous task ahead of us (since the two rooms are separated by two flights of stairs).

3. BREAKING DOWN A BIG TASK INTO SMALLER TASKS
Looking at all that needs to be completed is daunting, but when you break down the overall tasks into smaller, manageable tasks it appears doable. As things get done it is easy to keep the momentum going to complete the project and move on to the next one. Do not overwhelm the team — break down the activities into manageable tasks. Be realistic with the schedule to keep them motivated and on track.

4. FEEDBACK
Asking for and receiving continuous feedback helps the team see that their ideas matter. Integrating the team’s ideas into your overall project makes them feel vested in the project. It is easier to get things done when your entire team is on board with where things are headed. In my case, I asked my kids where they wanted to relocate some of the toy “stations” so they could be involved in the decision making process.

5. TAKE A BREAK
OK, playing “Rock, Paper, Scissors” and “Mickey Mouse Built a House, How Many Bricks Did He Use?” (throwbacks from when I was a kid), might not go over well at work. However, taking a break from a task will help recharge and refocus the team. Take this opportunity to encourage and bond with the team. Remind them of the vision.

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6. TEAM BUILDING
Use the break to bond. Whether or not this project is as successful as you envisioned it to be it is a learning opportunity (try to “break the eggs” and learn on the smaller or less important tasks, if you have to). Having a solid team will help with the success of future projects. We can grow from our challenges and experience and learn to work with our strengths (and the strengths of our team).

7. ENCOURAGEMENT
Keep giving the team positive reinforcement (and yourself too). Telling the kids that mommy was going to be “so happy” when she saw what we had undertaken, kept the little troops motivated walking up and down those stairs carrying office supplies and toys on those countless trips up and down stairs.

8. OFFER REWARD
Ice cream after dinner worked in my case. Again, see what motivates the team and offer a reward. It doesn’t necessarily need to be money or a promotion. Something small like a gas card or tickets to the movie or ball game would be a nice token of appreciation for having your tea, finish the job. It makes them feel appreciated and keeps them focused on completing the tasks expeditiously.

9. NEXT PROJECT
Go back to the team and see what ideas they have for the next project. Also remember to ask what the best and worse parts of the project were so that the next project is even more successful. Make a list of “Lessons Learned” so you don’t forget!

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10. MANAGEMENT & PASSING THE TORCH
If you can, avoid being a micro-manager; Next time be part of the team instead of being the leader. Let the others take the role of the committee chair, project managers, etc. What better way to teach leadership then to give someone else a turn to manage a project, task, or event? You can mentor each other (if you are willing to be reversed-mentored). They get a seasoned team member with a wealth of knowledge and experience. It’s a win-win for both and a fantastic way to build a strong, versatile team. It’s also humbling and a great way to see the project from the eyes of the guys in the trenches, which in turn, will make you a better leader for the next big thing.

We would love to hear from you on what you think about this post. We sincerely appreciate all your comments.

If you like this post please share it with friends. And feel free to contact us if you would like to discuss ideas for your next project!

Have a great weekend!

Sincerely,
Frank Cunha III
I Love My Architect – Facebook

FC3 ARCHITECTURE+DESIGN, LLC
P.O. Box 335, Hamburg, NJ 07419
e-mail: fcunha@fc3arch.com
mobile: 201.681.3551
direct: 973.970.3551
fax: 973.718.4641
web: http://fc3arch.com
Licensed in NJ, NY, PA, DE, CT.


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We would love to hear from you on what you think about this post.  We sincerely appreciate all your comments.

If you like this post please share it with friends. And feel free to contact us if you would like to discuss ideas for your next project!

Sincerely,
Frank Cunha III
I Love My Architect – Facebook

FC3 ARCHITECTURE+DESIGN, LLC
P.O. Box 335, Hamburg, NJ 07419
e-mail: fcunha@fc3arch.com
mobile: 201.681.3551
direct: 973.970.3551
fax: 973.718.4641
web: http://fc3arch.com
Licensed in NJ, NY, PA, DE, CT.


LEADERSHIP by Napoleon Hill

The following are important factors of leadership:

1. UNWAVERING COURAGE based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long.

2. SELF-CONTROL. The man who cannot control himself, can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate.

3. A KEEN SENSE OF JUSTICE. Without a sense of fairness and justice, no leader can command and retain the respect of his followers.

4. DEFINITENESS OF DECISION. The man who wavers in his decisions, shows that he is not sure of himself. He cannot lead others successfully.

5. DEFINITENESS OF PLANS. The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks.

6. THE HABIT OF DOING MORE THAN PAID FOR. One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers.

7. A PLEASING PERSONALITY. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a Pleasing Personality.

8. SYMPATHY AND UNDERSTANDING. The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems.

9. MASTERY OF DETAIL. Successful leadership calls for mastery of details of the leader’s position.

10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY. The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed.

11. COOPERATION. The successful leader must understand, and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION.

Source:
Think and Grow Rich, March 1937
Buy the book on Amazon.

We would love to hear from you on what you think about this post.  We sincerely appreciate all your comments.

If you like this post please share it with friends. And feel free to contact us if you would like to discuss ideas for your next project!

Sincerely,
Frank Cunha III
I Love My Architect – Facebook

FC3 ARCHITECTURE+DESIGN, LLC
P.O. Box 335, Hamburg, NJ 07419
e-mail: fcunha@fc3arch.com
mobile: 201.681.3551
direct: 973.970.3551
fax: 973.718.4641
web: http://fc3arch.com
Licensed in NJ, NY, PA, DE, CT.