I am excited to bring you some of my team’s favorite posts from this month, for business owners, entrepreneurs and leaders. Take a look and let us know what you think.
By Jayson DeMers, @jaysondemers via @Entrepreneur
If you’re starting your own business or leading a team, you have some level of confidence in your abilities, and it’s only natural for you to gravitate toward your strengths in those areas. However, it’s also important to recognize your weaknesses as a leader. If you do, you can learn to make up for them; if you don’t, you become even more vulnerable to their damaging effects. Why is it so important to recognize your own weaknesses? For starters, it gives you something to work on. In chess, if you’re good at end game strategies but your middle game is weak, you won’t get any better unless you specifically target mid-game strategies to improve. While it’s true that specialization is often better than generalization for a team of people, when it comes to leadership, you need to be well-rounded.
By Dr. Travis Bradberry, @talentsmarteq via @HuffPostBiz
Great bosses change us for the better. They see more in us than we see in ourselves, and they help us learn to see it too. They dream big and show us all the great things we can accomplish. Great leadership can be a difficult thing to pin down and understand. You know a great leader when you’re working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective. Great leadership is dynamic; it melds a variety of unique skills into an integrated whole. One thing is certain—a leader’s actions are driven by his beliefs. It’s through a leader’s actions—and ultimately her beliefs—that the essence of great leadership becomes apparent. Great leaders inspire trust and admiration through their actions, not just their words. Many leaders say that integrity is important to them, but only those leaders who truly believe it walk their talk by demonstrating integrity every day. Harping on people all day long about the behavior you want to see has only a tiny fraction of the impact that you achieve by believing so deeply in the behavior that you demonstrate it yourself. Great bosses believe in their people, and this belief drives them to create an environment where people thrive. Let’s explore some of the driving beliefs that set great bosses apart from the rest of the pack.
By Charles Chu, @mmeditations via @dailymuse
Take a look at how Beethoven spent his day: Beethoven rose at dawn and wasted little time getting down to work. His breakfast was coffee, which he prepared himself with great care—he determined that there should be 60 beans per cup, and he often counted them out one by one for a precise dose. Then, he sat at his desk and worked until 2 or 3, taking the occasional break to walk outdoors, which aided his creativity. Beethoven basically spent eight hours a day composing, plus a few hours walking in the afternoons. Rock solid productivity. Compare that to your average person’s day today: Two to three hours of real work (That’s what you get after factoring in non-work activities like social media, meaningless breaks, or inbox cleaning), 20 minutes of reading (compared to Warren Buffet, who reads for over six hours), two hours on social media, five hours watching TV. You have to give the man credit—he worked hard. Sometimes, the right answers are the obvious ones: If you aren’t getting the results you want, in work or life, maybe you simply aren’t working hard enough. Over the years, I’ve developed a simple method for 1) identifying my productivity “blind spots” and 2) replacing them with something better. Here’s how it works:
By Joelle K. Jay, @JoelleKJay via @Inc
Every leader wants a high-functioning team. On a high-functioning team, the members are highly engaged. They distribute tasks to build on each other’s strengths, generate ideas and find creative solutions in a spirit of collaboration, synergy, and a conviction that ”all of us is better than one of us.” Together, they achieve the common goal. The belief is that a team that makes the most of the talent around the table creates better results. It’s energizing, it’s inspiring, and it’s efficient. It’s also good for business. Good teamwork is credited for a host of positive outcomes, among them productivity, performance, client satisfaction, and strategic alignment. But how does one get such a team? If you look around your own team and see a loose collection of individuals, heads down in their offices, focused on their personal agendas, you’re not alone. A high-functioning team is not easy to build. But it can be done – and the following three steps are a great start.
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