Leadership Is Language: The Hidden Power of What You Say and What You Don't

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In Leadership is Language, Former US navy captain David Marquet expands on his bestselling leadership book Turn the Ship Around! and shows managers and leaders the next step in their development: how to enable their team through communication. Effective leaders must be clear from the start about company policies, including disciplinary policies, so employees understand what they can or can’t do – and what consequences will occur if they break the rules. Successful leaders do not all exhibit the same behaviours. They may act differently in similar situations and have distinct personalities. he's kind of collecting the verses/ideas/best practices here and there. Then he puts them together but does not have a flow between them.

Leadership Language How to Develop an Effective Leadership Language

Every time you use your senses of sight, hearing, taste, touch, and smell, electric signals travel throughout your body and into your brain, gathering in your frontal lobe (just behind your forehead) to form a perception about the world in front of you. These sensory signals pass through the emotion-creating limbic center just before reaching the reasoning area of your frontal lobe, giving you an emotional, intuitive picture of the world around you. Accompanying these intuitions are physical responses: a lump in your throat for sadness, flushing with heat for anger, paralysis for fear, rapid heartbeat and sweating for anxiety and anticipation. These emotions are finely tuned, sophisticated tools that have evolved over millions of years-ignore them at your peril. Let's say you decide you no longer want to eat sweets, vet at the end of a long day you are faced with a bowl of sweets. You can consider two options for self-talk. You can tell yourself you can't eat sweets or that you don't The story is compelling today because of the disastrous consequences of continuing to use industrial age language (red work) when now, we need to focus on innovating and thinking (blue work) differently Improve, don’t prove–Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines.Invite people to tell the story of how they reached their goals: Reaching the goal becomes one point on a longer journey. They are encouraged to continue the positive behaviors that helped them reach their goal.

Leadership Is Language: The Hidden Power of What You Say-and

FERNANDEZ-ARAOZ, C., ROSCOE, A. and ARAMAKI, K. (2017) Turning potential into success: the missing link in leadership development. Harvard Business Review. Vol. 95, No 6, November/December. pp86-93. In 1906, the English polymath Francis Galton attended a country fair. At one stand, visitors were asked to guess the weight of an ox on display; whoever came closest would win the animal. After the contest ended, the ever-curious Galton collected and analyzed all the votes. What he found was that the collective average of the guesses came closer to the real number than all but a few of the individual guesses. The group, in other words, knew better than almost any individual fairgoer. The Strategic Discipline Blog focuses on midsize business owners with a ravenous appetite to improve his or her leadership skills and business results. Author introduces some new terms like "Red work" and "Blue work". The work we do until commit i.e investigations, planning etc is termed as "Blue work", execution oriented work is termed as Red work.eat sweets. Turns out that telling yourself you don't eat sweets is more powerful. You'll end up eating fewer sweets with "don't" than "can't" because, by using the word "don't," the motivation comes from within. "Don't" identifies you as "a person who does not eat sweets." It allocates the power to you.