Eric Jacobson On Management And Leadership

This week brings the new book, The Mindfulness Edge , a fascinating manual that teaches you how through mindfulness training you can become a better leader. The science of neuroplasticity shows that you can learn the practice of mindfulness training that results in physical changes to the structure of your brain -- in some cases as quickly as eight weeks -- that can be linked to better leadership skills. Matt Tenney Most importantly, intentional mindfulness training helps you to develop self-awareness and mental agility that are the keys to better business acumen and the foundation for developing the emotional and social intelligence that allow you to serve and care for the people on your teams more effectively. "Mindfulness training also helps leaders to make decisions that have better impacts on gross margins and expenses," explains the book's author Tenney. Additionally, Tenney shows how mindfulness training also helps you develop the mental agility...

Today, I share some of my favorite managers versus leaders quotes from  Kevin Cashman's  book,  The Pause Principle . "What sleep is to the mind and body, pause is to leadership and innovation." "Managers assert drive and control to get things done; leaders pause to discover new ways of being and achieving." "Managers require competency to drive results; leaders embody character to build a compelling, sustainable future." "Managers accelerate to keep pace with the competition; whereas leaders paradoxically step back to go beyond the competition."

Starting to choose which business books you'll bring along with you on Spring break this year? Here are some leadership books I highly recommend:

I found this advice from  Ken Goldstein  (from his book,  Endless Encores ) particularly helpful. He says: "You have to be innovating all the time. The only sure path to a limited repertoire is not to push yourself beyond the familiar. Your range is only gated by your courage to pursue the unknown, despite the doubters who relish the false safety of narrowing your path. You risk, you stretch, you can't know what's going to stick. No matter how much you know the familiar will carry you, you navigate the balance of old and new, constantly committing to reinvention. Repeat success is getting comfortable with the uncomfortable, knowing that luck will shine again, but never knowing when or how."

As a leader, the time will come when you will have to speak with an employee about his or her poor performance. Here are  six steps  that will guide you through that process: Tell him what performance is in need of change and be specific. Tell him how his actions negatively affect the team. Let the discussion sink in. Set expectations of performance improvement and time frame, and get his agreement on the desired outcome. Remind him that he is a valuable part of the team and that you have confidence his performance will improve. Don't rehash the discussion later. You made your point. Give him to make his improvement.

" Frustration  in the workplace is a silent killer," claim authors  Mark Royal  and  Tom Agnew  in their terrific book,  The Enemy of Engagement . Further, "in an organizational context, frustration is not as simple as failing to get something you want. Rather, it involves the inability to succeed in your role due to organizational barriers or the inability to bring the bulk of your individual talents, skills, and abilities to your job." Royal and Agnew further explain that a  staggering number of highly motivated, engaged, and loyal employees quit trying--or quit, period---because they feel frustrated . And what's causing all that frustration?  It's lack of  enablement .  According to Royal and Agnew, as employees grow in experience in their roles, they begin to focus less on learning the ropes and more on achieving desired results. In the process, they are increasingly confronted with enablement constraints that...

In your leadership role, it's vital that your team members know how to deliver excellent customer service. " Knock Your Socks Off " type service as book editor  Ann Thomas  and  Jill Applegate  would say. Part of delivering excellent customer service is saying "Thank You" to your customers and knowing when to say "Thank You". Thomas and Applegate recommend  telling your customers "Thank You" during at least these nine situations : When they do business with you...every time. When they compliment you (or your company) When they offer you comments or suggestions When they try one of your new products or services When they recommend you to a friend When they are patient...and even when they are not so patient When they help you to serve them better When they complain to you When they make you smile You and your team members can say "Thank You" : Verbally In writing  (and don't underestimate the power of  person...