leadershipI tend to believe that the reason people lack confidence comes down to 2 things. One, they’ve been beaten up emotionally over the course of their lifetime and thus don’t know how to find confidence on their own. Two, their lack of confidence stems from the unknown.

In a strange way, those tips and most of the other posts I write on this blog are geared towards education of what good leadership principles are and how they can be used. I also hope I talk enough about the types of outcomes one can expect if they put some of these principles into action.

Sometimes it’s not enough to tell someone what to do. For instance, if I tell you how to pick up a box of groceries that’s pretty straight forward and you’ll obviously know why you’re doing it and what the expected outcome is going to be. You probably don’t even need me telling you how to do that.

But if I’m trying to give you a leadership tip like how to bring team members together when they all act more like individuals, I can’t just throw something out there and expect anyone to follow it without knowing why I’m saying it and how it should manifest itself once it’s implemented.

If I tell you that you need to learn delegation, figuring that if you …Continue reading →

by Matt Kaludi on October 9, 2012

As the leader of your team, you must clearly understand and be able to pass on the purpose of your organization and your team’s role within that organization. If you don’t know the purpose of your efforts, you certainly won’t be able to inspire your team to success.

Communicating purpose will take more than requiring your team to memorize the company mission statement, however. It must become part of the culture of what everyone in your organization thinks about, says, and does each day. It will influence …Continue reading →

by Matt Kaludi on October 9, 2012

Ingvar Kamprad is not merely a multi-billionaire and the top guy of company employing well above 100,000 people worldwide – he’s is also a happy person, and he’s not afraid to show it.

The same goes for many other top executives like Tony Hsieh of Zappos, Herb Kelleher of Southwest Airlines, Jørgen Vig Knudstorp of LEGO and Brin&Page of Google. Richard Branson of Virgin is perhaps the most famous example of a top exec who isn’t afraid of being happy, enthusiastic and funloving.

Would you dare to? Can people tell that you’re happy from looking at you? Are you walking the halls of your company with a smile on your face, a cheerful outlook and an unflagging faith in the future? Or have you, like so many other managers, bound yourself to an identity that requires a professional, cold, serious, disparaging and businesslike appearance?

Happiness pays off. Happiness at work is catching – and when the boss is happy, it’s downright infectious. If you, the person in charge, seem unhappy, you dampen the mood of everyone else in the company. This leads to more sick days, more stress, higher staff turnover and lower efficiency. On the other hand: When you radiate energy, curiosity and enthusiasm, you inevitably pass on your attitude to your employees. They grow happier and more creative, and they’ll ultimately end up providing better service to your customers.

Happy managers also gain a natural rapport with their employees, and people are much more eager to go the extra mile for a happy manager than for an unhappy one.

However, there’s one downside to being happy that you should be aware of: You may be regarded as less competent. In an exciting psychological study, participants were asked to read an article and subsequently assess the smartness of its author. Half the participants got an article with a negative, critical attitude towards a certain topic – the other half got an article on the exact same topic, but worded in a much more positive way. The study showed that the author of the negative article was perceived as the more intelligent of the two.

by Matt Kaludi on October 9, 2012

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