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Uber has been in the news a lot recently - often Uber is used as an example of a 'hot' tech firm making progress however there are 'holes' in Uber's leadership. Uber is an example of a tech firm not focusing on people first -...

Vancouver, BC -- (ReleaseWire) -- 11/23/2015 -- Cheryl Cran has once again been given the honor of making the annual list of the "Best 50 Leadership Blogs." For over 20 years Cheryl Cran has been advising hundreds of clients in over a dozen countries on how...

hbrcoverleaders If there is one thing that CEO's tell me they are looking for right now its great leaders. An IBM survey in 2012 stated that companies main focus is technology. With the increase on focus on technology there is an increased need for extraordinary leadership. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find. Why? In my research and focus groups on what makes a great leader it seems that the skills of what USED to constitute a great leader have not been upgraded. With the influx of technology there is a whole bunch of leaders using outdated skills - all leaders need to upgrade the leadership OS in order to be a GREAT leader in today's reality. What does that mean and what will it take to find the great leaders that are out there?

superbrainIn a previous post I talked about the recruiting and retention of good people challenges that keep many a CEO up at night.

And there is another challenge that organizations and leaders have right now and that is upgrading the skills and the abilities of the leadership.

Traditional training modules on leadership skills, communication skills, change management skills, emotional intelligence are useful tools to elevate leadership ability. However the bigger learning and training opportunity is to arm leaders and their teams with new models and systems that will help them to upgrade their leadership operating system.

keepcalmteamI was standing in the line up for Starbucks early this morning before boarding my flight to Denver when I overheard two leaders behind me talking about each of their teams.

The first woman says, "oh my god, Jane has gone rogue on me" and the second woman says, "what did she do?" and the first woman says, "she completely bypassed me with a decision and when I confronted her about it she got upset and told me I was a micro manager".

I smiled to myself - I have been working with leaders for over two decades now and the ongoing common challenge for many leaders is aligning team members with vision and goals. Many leaders get frustrated and irritated that "team members are going rogue".

For me as a leadership consultant I know that its never about the surface behavior -a team members behavior is always about more than meets the eye.

So what is really going on with a team member who 'goes rogue?'

wp-post-imageassets-09The Ages of Humanity have moved across the spectrum to where we are now which is the age of conscious evolution. What does this mean? It means that we now 'choose to evolve' in a way that supports humanity and moves the planet towards greater access for all to abundance, peace and a joyful life. This evolution requires a shift in the way we use language and especially those of us in leadership roles. The leadership evolution has moved from authoritarian and autocratic toward inclusive and collaborative. The language that is associated with autocratic leadership typically includes a lot use of the words 'I' and "you" and "targets" and "ROI" etc.

holacracyThere has been a lot of media and buzz around Zappos most recent innovative move regarding culture- holacracy.

What is a holacracy and how can it be used to increase innovation, collaboration and employee engagement?

The definition of holacracy is: Holacracy is a comprehensive practice for structuring, governing, and running an organization. It replaces today's top-down predict-and-control paradigm with a new way of achieving control by distributing power. It is a new “operating system” that instills rapid evolution in the core processes of an organization.

It is a model for 'shared leadership' and it requires individuals who are evolved to an integration of both ego and purpose. There has been many bloggers and writers who have negative comments about the holacracy model and who claim that hierarchy is needed in order for people to function within in an organization.

sandbergStatistics and research shows that one of the biggest threats to organizations today is losing good talent to competitors. As the global economy improves more employees are looking for better jobs and specifically in the technology industry where there is a challenge with turnover. I made a statement earlier in this book that people don’t leave their jobs they leave their leaders. So what can we do to keep our good people?   A recent study conducted by the American Psychological Association found that there is common leadership traits that each of the generations are looking for in their leaders. They identified sixteen leadership practices and asked the multi-generational group to rate the level of importance of each of these sixteen factors. The factors were:  
Manage Upwards, Co-worker Managing UpwardsFinding opportunities to manage upwards is not always easy. I was recently working with a group of Gen X and Y leaders who are in the Commercial Real Estate industry. Often when I facilitate a workshop on change and we begin to discuss the impact of different generational attitudes as it relates to change there is a lot of interest. Zoomers (baby boomers who refuse to age) are still the largest leadership demographic in the workplace today and an inflexible Zoomer can be a real challenge for anyone but especially Gen X and Y. Research has confirmed that Gen X and Y are not loyal to a brand, rather they are loyal to a leader or the opportunities within the organization. When a Gen X or Y has a Zoomer boss who is attached to traditional methods, reluctant to explore new ideas or keeps information from the team it is extremely frustrating.  
neomatrix I have been a student of consciousness principles for over twenty years in addition to human behavior psychology and organizational development.   As a leadership and change expert I have seen many leaders and their teams who have made the effort to change and yet have reverted back to habitual behaviors that make change difficult or thwarts the vision altogether.   Why?
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