33. Trust no one unless you have eaten much salt with him Cicero
Hinweis der Redaktion
If you want to silence a room of executives, try this small trick. Ask them, "Why would anyone want to be led by you?“Rob Goffee and Gareth Jones did just that for 10 years and then wrote the book.Squint a bit and you might make out the subtitle there. It’s “What it takes to be an Authentic Leader.”Authentic ... that means Real.There are three things you need to know about leadership:First, it is relational—that is, it is something you do with people, not to them. Put simply again, you cannot be a leader without followers. Like all relationships, leadership is a rather fragile state. You need to carefully monitor and cultivate it. 2nd - Leadership is also nonhierarchical. Formal authority or a title doesn’t make you a leader. Leaders can be found—and for thesake of your organisation, should be found—at all levels. Finally, leadership is contextual. The circumstances that you inherit or inhabit as a leader are your starting point. You need to size up and tap into what exists and bring more to the party.Authentic leaders modify their behaviour to respond to the needs of their followers and the situations they encounter while simultaneouslyremaining true to who they are. They produce results—and meaning—by being crystal clear on their unique differentiators and by addressing the fourcritical needs of their followers.
Imagine being here, looking at this, watching it explode the world around you, destroying everything you had been living with up until this day.In early 2009, bushfires swept across Victoria, devastating 78 communities and 400, 000 hectares of land. A total of 173 people lost their lives. The devastation resulted in 2029 homes destroyed along with hundreds of businesses, 5 schools and kindergartens, 3 sporting clubs and numerous other buildings.--------http://video.google.com/videoplay?docid=-6699532088941477914&hl=enhttp://www.youtube.com/watch?v=YCN7wrMGnjo
Until recently psychological trauma was noted only in men after catastrophic wars. -----http://video.google.com/videoplay?docid=-6699532088941477914&hl=enhttp://www.youtube.com/watch?v=YCN7wrMGnjo
Change perceived as negative
When we are trying to understand and explain what happens in social settings, we tend to view behaviour as a particularly significant factor. We then tend to explain behaviour in terms of internal disposition, such as personality traits, abilities, motives, etc. as opposed to external situational factors.This can be due to our focus on the person more than their situation, about which we may know very little. We also know little about how they are interpreting the situation.Western culture exacerbates this error, as we emphasize individual freedom and autonomy and are socialised to prefer dispositional factors to situational ones.When we are playing the role of observer, which is largely when we look at others, we make this fundamental attribution error. When we are thinking about ourselves, however, we will tend to make situational attributions.Be aware of the fundamental attribution error when leading people through change.
Bandwagon effect, also known as "cromo effect" and closely related to opportunism, is the observation that people often do and believe things because many other people do and believe the same things. The effect is often called herd instinct. People tend to follow the crowd without examining the merits of a particular thing.
Yes, a “burning” platform triggersradical change in behaviour. It triggers our hardwired fight/flight response mechanism. But ...
Rob Goffee, professor of organisational behaviour at London Business School.True, leadership is about results. It has to be. Great leadership has the potential to excite people to extraordinary levels of achievement. But it is not only about performance; it is also about meaning. This is an important point – and one that is often overlooked. Leaders at all levels make a difference to performance. They do so because they make performance meaningful.
Marcus Tullius Cicerois generally perceived to be one of the most versatile minds of ancient Rome.
