In this issue:

·

Performance Improvement Partner™ PIP Tip

Message From the President
THANKSGIVING AND LEADERSHIP…HOW ARE THEY RELATED?

I see a couple of connections…and there may be more. One connection is with the people we lead and the other through the events and transitions we participate in or oversee.

First, let’s talk about the transitions we survive, the events we experience and the cornucopia of things we produce. We don’t always take time to celebrate our accomplishments. We rush from one project to the next, from one life event to another without acknowledging the transition that is (or should be) occurring. In his popular book, Managing Transitions: Making the Most of Change, William Bridges suggests that we “mark the endings”. Don’t just talk about endings – create actions or activities that dramatize them.”

He goes on further to say “take time to celebrate arriving in the Promised Land.” Once you (and your team) have reached a goal, commemorate the achievement. Thank people for their specific contributions to the success. Make up and distribute little mementos symbolizing accomplishment. Don’t just run off to the next burning issue.

So now, let’s delve more deeply into that second aspect, the people connection. One of the traits of transformational leaders is that they possess a well-developed ability to connect with and inspire the people they lead. (See article below, “Leadership that transforms…and delivers – motivational style”)

(Click to Read More) >>> 

Feature Article: Leadership That Transforms…& Delivers - MOTIVATIONAL STYLE

James McGregor Burns wrote about leadership, motivation and influence styles in the 1970s distinguishing transactional from transformational leaders. (Are you a transformational leader? Take this assessment and find out). Transactional leaders improve organizational efficiency, transformational leaders steer organizations onto a better course of action.

Much management theory at the time subscribed to the transactional approach of offering contingent rewards for specific behaviors or results, managing by exception (using corrective measures to keep work on track or to punish unacceptable performance) or using a laissez-faire, hands off approach, letting the chips fall where they may.

Transformational or charismatic leadership, on the other hand, seeks to increase employees’ efforts by contributing to their sense of self-esteem and self-efficacy. Transformational leaders seek to tie people’s personal values to larger (e.g. organizational or communal) initiatives thereby increasing the intrinsic value of achieving those initiatives.

They raise the level of awareness and consciousness about the importance, significance and value of particular outcomes. I can’t help but think of Jack Nicholson’s line to Helen Hunt in As Good As It Gets, “You make me wanna be a better man.” That’s the impact of a transformational leader.

These leaders direct others toward a new set of values and behaviors, a better course of action. They find (or create) a unifying purpose and commonly held goals that inspire people to transcend self-interests in pursuit of something grand and noble.

(Click to Read More) >>>

Performance Improvement Partner™
PIP Tip