Section 1: The power of leadership
Explain the difference between good and bad leader behaviors and the human impact of each.
Section 2: What blocks you from being a great leader?
Name the four great leader behaviors and provide examples of each.
Section 3: The four high impact leadership behaviors
Practice the four leadership behaviors for fifteen minutes per day for two weeks.
Section 4: Improve your workplace
Summarize the neuroscience behind why we don't like bad bosses.
Section 5: How great leadership gives you better performance
Establish a leadership legacy by practicing a few simple daily behaviors in the workplace.
Lecture 19: Two surprising ways your organization gets in your way
Almost all managers say they want good leadership but if you work in a traditional organization, it’s usually only jaw-boning, and they won’t actively support you. You face two organizational monsters somewhat alone: 1) culture and 2) the management chain.
Culture is ‘the way we do things around here’ and is the most powerful force in organizations – think of culture as organizational habit and recall how hard habit is to break from Lecture XX. (Most executive efforts at reorganization and change fail because they ignore culture.) If you lead well in an old-line organization (and most of us do), you risk “rocking the boat.” It’s crucial to practice the behaviors, it’s just that you may not want to widely advertise what you are doing. Stealth leadership can work in the stodgiest of organizations as you gradually build ties with other like-minded stealth leaders.
The management chain stretching from the top executive down to you can inadvertently get in the way of good leadership as well. Communications and intent don’t flow well up or down because of the ‘telephone game,’ opposing leadership philosophies, management turnover, and/or a frightfully bad boss somewhere in the chain.
Have faith! Despite these impediments, practice the four behaviors and you can overcome them and create a healthy micro-culture in your workplace!