…what impact do you want?
“Dr. Dan Neundorf created and taught a leadership program for our company that captured the minds and hearts of the people that went through it. The program has had an incredibly positive impact on the performance culture of our organization. The value of the program to the company and our employees is immeasurable. It allows us to attract, develop and sustain top talent. Students of this program are grateful for the investment that is made in them and become more committed to their own success as leaders as well as the success of the company.” — Testimonial
Resources
Dr. Dan Neundorf would like to offer you four free e-books to support you in your leadership development efforts. Each e-book is designed as a practical toolkit for leaders to use immediately. If you have any questions, please feel free to contact Dr. Neundorf.
The First 90 Days: Getting Commitment and Accountability on Your Team — Harold Geneen, the late founder, CEO, and president of ITT, said it best: “Words are words, explanations are explanations, promises are promises." The performance of a true leader can only be measured in attitude and actions. If your performance inspires and motivates others to do more and be more, if you communicate well and have clearly visualized and road-mapped your path to success, it’s time to cement your performance by stepping up to accountability and commitment during your first 90 days on the job.
Building Trust on Your Team — “For the first time,” reports the 2011 Edelman Trust Barometer, “trust and transparency rank as important to corporate reputation as the quality of products and services.” There’s a reason. In their book The Speed of Trust, Stephen Covey and Robert Merrill explain it simply and succinctly: “High-trust organizations outperform low-trust organizations.” If yours is a high — trust company-emerging markets usually are; established North American markets value it less; Canadian NGOs rank highest — your responsibility is to stay on the trust track and continue to operate in a transparent fashion. You can begin today to build trust and transparency in your team. This is a balancing act: Enough trust, and you can overcome fear, anxiety, suspicion, and skepticism. Too much transparency, and you weaken your position to make competitive leadership decisions.
Build a Team of Managers Who Support You and Their Teams —
Good leaders do the right things, but good managers can be relied on to do things right. Peter Drucker’s observation is almost an aphorism in business, one that reveals the traditional top-down synergy between the leadership of an organization and the managers and team members who work to support it.
However, contemporary managers face challenges that their predecessors did not. Changes driven by technology and global forces have brought new leadership, new work environments, and a new style of working. “Management today,” says author John Kotter, “is less about wielding power than about coping with dependence. More change brings more leadership, and that puts managers into a far more complex web of interaction with influential others than any organization chart can suggest.” In coping with the need to depend on others instead of just having power over them, the behavior of managers more and more has come to resemble that required of contemporary leadership.
Influencing and Coaching for a Multigenerational Workplace —
Today’s diverse workplace presents not only ethnic diversity but a puzzling blend of age and experience that presents a strategic challenge. For the first time in world history, four generations are working elbow to elbow in the same business environment, on the same team. Will the youngest team member be an upstart, lack a work ethic, be impatient with goals and objectives, unwilling to focus on the tasks necessary to meet those objectives? Will the oldest team member—does father really know best?—be too set in his (or her) ways to learn new techniques? Or to acknowledge and value the differences in experience, learning curves, behaviors, and expectations? Can you? Can your managers and team leaders? Remember: Each generation is unique. Simply tolerating the uniqueness will not build unified teams: You have to harness it. Team members must work together smoothly and collaboratively under your leadership. By implementing the constructive practices of coaching and mentoring, you can leverage influence to bridge the age gap, facilitate knowledge transfer across the age groups, and increase team productivity.
How to get our E-books:
We will be pleased to send you a copy of our e-books. Please fill in the form and we will send promptly. Please let us know which e-book you would like.
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