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Creating a Culture of Leadership
Legendary football coach Vince Lombardi called the concept of “born leader” a myth. For Lombardi, success was a matter of passion, commitment and sacrifice – not genetics. So does this mean that anyone can become a leader?
Although it is theoretically possible that many people have the ability to lead, becoming a leader is a little more difficult than wanting it. Above all, you want your organization to be one where leadership thrives. To create a culture of leadership, several important factors must be considered.
What is your organizational climate?
Perhaps a better way to put this question is “what does it feel like out there”? The answer is not about how you feel, but about how your employees feel. Why do they come to work? Are they engaged and passionate?
When you look at the top companies—those that have outperformed the Dow over five years—one thing they always have in common is a positive organizational climate based on these six dimensions:
§ Flexibility – Are there too many strict and unnecessary rules? Are new ideas received with interest and welcome?
§ Accountability – Are employees micro-managed or empowered to do their jobs?
§ Standards – Is it a fair environment? Does everyone meet the same performance criteria?
§ Rewards – Are people compensated for good work. Remember: it’s never just about the money.
§ Clarity – Do employees understand what success looks like; Can they list their goals and the organization’s goals and what they need to do to achieve them?
§ Team Commitment – If all of the above apply, you’ve probably made it. The thing to watch here is who will take the team down?
If your ultimate goal is excellent performance – and who isn’t? – so it is important to create an optimal environment for your organization. But whose job is to create a perfect climate? Simple: who is the boss?
It is the leader of the organization who sets the ideal organizational climate – a temperature where everyone has the potential, tools and support to excel.
A distinction must be made: the difference between climate and culture. Contrary to popular belief, culture is more of an evolutionary process, so there’s not much you can do as a leader to change it—at least not in the short term. But you can work to create an excellent environment.
Take the body supply business, for example. As president of Auto Body Jobbers Warehouse in Paterson, New York, Bill Nathan works in an industry still dominated by men. “I can guarantee we’ll be talking about Monday Night Football, not Dancing with the Stars,” he said. “While we can’t do much to change the nature of the industry, we can certainly influence our own company climate to get the results we need.”
What is your leadership style?
A major contributor to organizational climate—and overall success—is your leadership style. Which of the following best describes your condition?
§ Directive – You demand immediate compliance. Most people rely on this leadership style because, frankly, it’s easy. A directive style may be appropriate in crisis management, but in general, most people don’t want to be told what to do.
§ Affiliative – You care more about the person than the outcome. For example, if an employee’s performance has declined, the associate’s supervisor will ask, “Are you okay?” instead of “How can we get you back on track?”
§ Participating – You like to involve the team and build consensus on all decisions.
§ Visionary – You can describe the path you want your employees to take and why; this provides a sense of clarity, direction and awareness of long-term goals.
§ Setting the pace – ‘I’ll be here at 6am and I expect you to be too.’ Don’t expect miracles; many find this style frustrating.
§ Occupation – educational; identify joint options; task oriented. A coach uses guidance and training to improve employee performance.
Some of these styles may seem negative; others, such as participatory or coaching styles, have clear benefits. The truth is that no single style is ideal in every situation. Therefore, top executives tend to use the tools approach; they learned how to assess individual situations and use the right style to achieve the desired result; it is called creative management.
If you can’t quite decide which style best describes your style, why not go straight to the source? Use the assessment tool to ask your employees about their leadership style and compare this to your own assessment. You might be surprised by the answers.
What is your ‘EQ’?
Being a successful leader requires both intelligence and intelligence. But there’s another key indicator that great leaders share: they also tend to score high in emotional intelligence.
In short, emotional intelligence (also known as Emotional Quotient or EQ) can be defined as how self-aware you are and how you relate to others. EQ is usually divided into four “clusters”:
§ Self-awareness: what are your passions? Negative triggers? Before we can lead others, we must know ourselves and what motivates or derails us.
§ Self-Management: How do you manage your personal triggers? As important as this is in your personal life, it is even more important in a business environment.
§ Social awareness: What are the motivators or motivations of your employees? Can you appreciate or empathize with their unique feelings and perspectives?
§ Relationship Management: How do you manage your knowledge of the three areas above?
EQ assessment tools that measure multiple competencies can help you bridge the gap between theory and practice. It’s important to be completely honest with yourself when evaluating your EQ because the results will have a huge impact on how effective you are as a leader.
What motivates you?
The first thing to recognize about ourselves and those around us is that we all have drives—for success, belonging, achievement, and power—that are undeniable and generally very positive. They help our progress both socially and economically. These drivers are known as social motivators:
§ Affiliation – The need for strong personal relationships; liking or being part of a group.
§ Achievement – The need for continuous improvement and recognition.
§ Power – There are two dimensions to this: social power and personal power. Social power is using your knowledge and experience for the benefit of others, while individualism is a little more selfless: using your experience to improve yourself or increase your personal influence over others.
Take golf for example. Someone who is motivated by belonging may be in the process of socializing and just having fun, while an achievement-oriented gamer is focused on improving their scores. Finally, the power-based leader is forced to outplay everyone in the foursomes…and maybe even bet on the outcome.
So how do social motivations affect leadership? Take, for example, the need to belong. Taken too far – the need to please everyone – being too complicit can quickly get in the way of effective leadership.
Ideally, leaders should be about social power and then achievement. But remember that appearances can be deceiving: not all “powerful” people are as bright as the Donald Trumps of the world.
Creative Leadership: The Key to Success
It is very clear that every leader must be aware of his intentions to evolve and improve, but he must also determine how to motivate employees. Once this is established, a top leader uses this information to create an environment where performance is of the highest standard.
Today, motivated and dynamic leaders have no shortage of tools they can use to evaluate their employees (and themselves) and create a climate in which leadership can thrive. Somewhere, Coach Lombardi is smiling.
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