Leading well is a multi-faceted responsibility. I often read articles and blogs where a leadership expert writes, “This is the one thing you need to do right!” Earlier in my career, I was easily influenced by these formulaic approaches to leadership. Whether it is “The One Minute Manager”, “The One Thing”, “The One Thing You Need to Know”, or “First, Break All the Rules” --- you get the idea.

This blog post has been adapted from Dr. John Maxwell’s leadership book, The 360 Degree Leader. John Maxwell has been one of the world’s foremost personal and professional leadership experts for more than 40 years, and his insights here instruct you on how to influence others no matter their title, position or relationship in the organization you work in.

Everyone today talks about becoming a leader but what happened to the manager? Reading the Daily Drucker, I have noticed that many times, Dr. Drucker the author of modern management, mentions “manager” but we can also insert the word “leader” into many of his writings without distorting his intent. Is being a leader a higher level skill than what seems to be the lower level skill of an manager? There are several key differences between a manager and a leader and my research highlights the similarities and differences

In times growth, the success of an organization is often regarded as a by product of the market place and the organizations strategic position. However, when things aren’t going so well, attention goes to the company’s leadership.

Covid causes change and change impels us to make decisions in our lives and career. Making decisions in times of change can cause emotional stress and fear. In this blog, I want to take you through how to make good decisions then support it with eight insights from Dr. Peter Drucker on decision making.

McKinsey Consulting says “organizations have been consistently dissatisfied with the results of their leadership training efforts. For example, only 11% of executives in a McKinsey study believe that their leadership development interventions achieve and sustain the desired results. Strong leadership is more critical than ever as the world grapples with crisis and uncertainty.”

Being able to discern a leader’s competence and ability is crucial for business owners and senior directors to make good hiring and promotion decisions. Faulty hiring and promotions can be very costly financially and be damaging to team and employee morale. Let’s review some of the tools I use to better assess a manager’s ability to lead others effectively. I start with the 1/3 – 1/3 – 1/3 rule.

My coaching started in 1976 when I was a US Peace Corps Volunteer in the Forestry Department of Malaysia. My local boss was Mr. Mok Sian Tuan, the director of Forest Management in Malaysia, who himself was a mentor and coach to me. He assigned me fresh MARA forestry graduates to coach in leading teams and project management.

I am “certain of uncertainty” in your life and mine. Uncertainty births changes in our life – some pleasant surprises, some difficult crises. How we deal with changes in our lives will ultimately determine our success in life.

People don’t accept change at the same rate. Some embrace change, or even work to bring it about, viewing change as an opportunity. Others initially resist change and feel threatened by it. Most people fall somewhere between, viewing change as both risk and opportunity.

Nothing in your organization has a more direct impact on profits, competitiveness and customer loyalty than the quality and creativity of problem solving and decision making at all levels of the organization. According to Wiley’s Digital Skills Gap Index 2021, an astounding 85% of survey respondents across Asia–Pacific countries identify problem solving as the most relevant 21st century skill.

First appeared in Business World

‘The problem is not with her leadership style. Everyone knows that she is a diverse candidate, and they don’t take her seriously’ a senior Human Resource leader said of a potential coaching client.

The organization had a mandate that two positions on the management committee had to be filled by women.