Eric Jacobson On Management And Leadership

" Stragility is the term for strategic, agile, people-powered change that enables organizations to thrive amidst relentless turbulence and uncertainty," explain Ellen R. Auster and Lisa Hillenbrand , authors of the new book, Stragility: Excelling At Strategic Changes . "Achieving Stragility is the key to competitive advantage that lasts," they add. The book provides lots of examples, concrete tips, action steps and tools. You'll learn that as a leader you must constantly adjust both strategies and execution to achieve winning goals. That agility is a key part of Stragility. Without ongoing agility, even good strategies will fail. You can read the entire book, or focus on the sections that address your pain points, bad habits within your organization, and/or on your Stragility goals. For example, the authors present these common pain points that derail making changes, and show you how to transform this pain into successful change: Political inf...

Today's leadership tip on how to be an  active listener  comes from the book,  Stronger . The authors explain that perhaps the best single technique t o convey effective listening  requires you to be an  active listener . When someone has finished making a point, use that person's name and then paraphrase in your words the essence of what you understood that person to say. Then ask a follow-question. Frame your question to keep the focus on the person speaking.

"Change is disturbing when it is done to us, exhilarating when it is done by us." - Rosabeth Moss Kanter .

From John Blakey 's new book, The Trusted Executive , published just a couple weeks ago, here are these four tips from Jim Collins for how to be a humble leader: Demonstrate a compelling modesty, shunning public adulation and never be boastful. Act with quiet, calm determination and motivate others through inspired standards, not inspiring charisma. Channel ambition into the company, not the self, and set up successors for even more greatness in the next generation. Look in the mirror, not out of the window, when apportioning responsibility for poor performance.

Today's thought from author John Blakey: Managers manage. Leaders anticipate.

AMACOM's (of the American Management Association)  sixth edition  of the best-selling book,  The First-Time Manager  -- originally published in 1981 is a must-read for new managers and leaders in business. One of my favorite sections of the book is the one about  class in a manager : Class is treating people with dignity. Class does not have to be the center of attention. Class does not lose its cool. Class does not rationalize mistakes. Class is good manners. Class means loyalty to one's staff. Class recognizes the best way to build oneself is to first build others. Class leads by example. Class does not take action when angry. Class is authentic and works hard at making actions consistent with words.

To help you bring out the best in your team, you need to get close and understand their skills, abilities, and motivations. So, the authors of the book,  Your First Leadership Job , recommend you hold  getting-to-know-you conversations  with each of your direct reports. Ask these  open-ended questions . Let each team member know the purpose of the meeting in advance. And, don't cheat by adding in work-specific questions. What do you enjoy doing most as part of your work? Why? What do you  miss most about the jobs you've had in the past? Why? What things about your current job do you enjoy the least? Why? How do you cope with or relieve stress? To help you do your job, what could I change about: Your work environment? The content of your work? How you get your work done? What form of recognition do you prefer or not prefer?