“We can sum up what we mean by positive self-regard. it consists of three major components: knowledge of one’s strengths, the capacity to nurture and develop those strengths, and the ability to discern the fit between one’s strengths and weaknesses and the organization’s needs. Another way of thinking about positive self-regard as it specifically relates to work and jobs is this: Individuals who possess it are good at their jobs; they have the requisite skills. They enjoy their work; it satisfies their basic needs and motives. And, finally, they are proud of their work; it reflects their value system.”
Quote from Irwin Federman, president and CEO of Monolithic Memories (now part of a larger organization), concerning Positive Self-Regard: Continue reading “Leaders, The Strategies For Taking Charge, Strategy IV: The Deployment of Self Through Positive Self-Regard, continued”
There will be several posts on this topic. It was in the top 5 of posts 4+ years ago.
“What we have found is that the higher the rank, the more interpersonal and human the undertaking. Our top executives spent roughly 90 percent of their time with others and virtually the same percentage of their time concerned with the messiness of people problems. Our study of effective leaders strongly suggested that a key factor was the creative deployment of self. Continue reading “Leaders, The Strategies For Taking Charge, Strategy IV: The Deployment of Self Through Positive Self-Regard”
“Trust is the lubrication that makes it possible for organizations to work. It’s hard to imagine an organization without some semblance of trust operating somehow, somewhere. An organization without trust is more than an anomaly, it’s a misnomer, a dim creature of Kafka’s imagination (German-language writer of novels and short stories, widely regarded as one of the major figures of 20th century). Trust implies accountability, predictability, reliability. It’s what sells products and keeps organizations humming. Trust is the glue that maintains organizational integrity. Continue reading “Leaders, The Strategies For Taking Charge, Strategy III: Trust Through Positioning”
“What we see and experience in today’s organizational landscape are cumbersome bureaucracies that more often than not betray the MISMANAGEMENT of meaning. A ‘great idea’ is hatched. Responsibility is delegated. Then it is delegated again. Then it is relegated. By the time the ‘great idea’ is carried out it is like a thalidomide child with no parents—-certainly not what the leaders intended or anticipated. This ‘Pinocchio effect’ is the bane of many creators who, like Geppetto, are confronted with distended, distorted versions of original plans. Lack of clarity makes bureaucracies little more than mechanisms for the evasion of responsibility and guilt. Continue reading “Leaders, The Strategies For Taking Charge, Strategy II: Meaning Through Communication (continued)”