A discussion of a recent facilitation session that I did on collaboration, it's importance, and how to minimize confusion with decision-making models.

The big ideas are:

-Collaboration tend to provide better answers to the problems / challenges being faced.

-Collaboration is connected to organizational culture and a psychologically safe work environment

-Collaboration is method for working and is not a decision-making process

-Collaboration is a critical skill for leadership in the 21st century.

Authenticity in leadership is a crucial attribute that has gained significant attention in recent years. Authentic leaders are perceived as genuine, transparent, and trustworthy, traits that are essential for fostering a positive and productive work environment. This article will delve into the concept of authenticity in leadership, its importance, and practical steps to cultivate authenticity in leadership roles.

Authenticity in leadership refers to being true to oneself while leading others. It involves aligning actions with personal values, being transparent about one's intentions, and maintaining integrity. Authentic leaders do not wear masks or adopt personas to fit certain expectations. Instead, they embrace their unique characteristics and leverage them to inspire and guide their teams.

In an era defined by rapid technological advancements and constant change, the importance of continuous learning cannot be overstated, particularly for those in leadership roles. Leaders are tasked with steering their organizations through complex and often unpredictable landscapes. To do so effectively, they must not only remain adept at their core competencies but also stay abreast of new developments, innovative strategies, and emerging trends. Continuous learning enables leaders to enhance their knowledge, adapt to changes, inspire their teams, and ultimately drive sustained organizational success.

Leadership today is markedly different from what it was a few decades ago. The traditional, hierarchical model of leadership is increasingly giving way to more dynamic and inclusive approaches. Leaders are expected to be agile, empathetic, and visionary, capable of fostering collaboration and innovation. This shift necessitates a commitment to lifelong learning, as the skills and knowledge that were once sufficient for effective leadership are now often inadequate in addressing modern challenges.

If you ask a group of people to list the traits and characteristics they believe a good leader must possess, being a person of moral and ethical character always seems to be near the top. But what does ethical and moral character really mean? The prevalence of ethical and moral scandals in both government and the private sector highlights that this “standard” is more flexible and permeable than most people would prefer. This is partly why a growing number of organizations are implementing a code of conduct for their members that focuses on moral and ethical standards, and are providing a better definition of what these values and beliefs really mean. Even so, we still continue to see an increase in the number, complexity, and extent of ethical and moral lapses by leaders across government, corporations and not-for-profit entities alike. And while greed is part of the reason these things occur, it is not the only thing.

             Moral and ethical character are core values that people, cultures, and society hold and are, in part, defined by the culture, or society, that you belong to. But, contrary to the social environment of a hundred years ago—when cultures and organizations were relatively homogenous in their make-up—globalization, immigration, and diversity have created a more heterogenous society than ever before. This cultural shift has brought with it different standards and expectations regarding moral and ethical behaviour and without clear guidance as to what is acceptable within the organization, people rely on their own definition, standards, and interpretations of ethics and morals which may be outdated or contrary to what is needed in the organization.

Trust is the bedrock upon which relationships, both personal and professional, are built. At its core, trust is the belief in the reliability, integrity, and competence of another party. It is the confidence that one’s actions, decisions, and intentions align with stated values and commitments. Trust operates as a lubricant in the machinery of organizations, smoothing interactions, facilitating communication, and accelerating progress. When trust flourishes, individuals feel psychologically safe to take risks, express dissenting opinions, and collaborate openly, leading to enhanced creativity, productivity, and morale.

Winston Churchill once said;  “I am always ready to learn although I do not always like being taught."

Feedback helps us to get closer to achieving our goals by providing insight and information as to where we currently are so that we can make changes to some aspect of the system or process to drive us towards to the desired result faster and more efficiently.  Without feedback, we are simply making attempts hoping that the result will be close to what we want.  Trial and error is never a fast or efficient way of getting the result we want.  In essence, feedback is critical for us to get what we want.

In this episode of the Leadership Lab we explore the "missing" sixth level of Maslow's Hierarchy of Needs; and it's a game-changer.

Late in Maslow's life, he realized that there was a sixth level missing from his pyramidal representation of the hierarchy of needs. Maslow realized that there was something beyond self-actualization that sits atop the original version of his hierarchy.

While the original five-level version of his model is still taught in colleges and universities today, by Maslow's own account, it is incomplete. In this episode we explore the missing sixth level... and it changes everything!

Most people misunderstand stoicism as the absence of feelings or emotions.  This is absolutely incorrect.  Stoicism is simply the decision to not allow your emotions to control you and your responses.  In fact, Stoic techniques have been integrated into modern therapy and coaching to help individuals develop resilience and manage stress. By using these techniques, therapists can help individuals develop the skills they need to cope with the stresses of daily life and maintain their mental health.

Seneca's philosophical journey was deeply influenced by Stoicism, a school of thought that emphasized self-control, virtue, and resilience in the face of adversity. He believed in living in accordance with nature, cultivating wisdom, and maintaining equanimity amidst life's challenges.

To be a great leader, one must care about their role and the duty that it holds. A leader is fundamentally responsible for those that they lead. From their health and safety to their professional and personal development and the quality of the work products they create, a leader must be constantly focused on the people they serve. A great leader is more concerned about the service they can provide to those they are entrusted to lead than they are about what their subordinates can do to advance their own ambitions. It really is a matter of perspective about the role of a leader and who is their primary constituents.

Leadership is fundamentally about one life influencing another.  And the impact of this influence can be positive and robust when done from a position of noble intent or can be destructive if done from a malicious or self-serving perspective.  The choice of which viewpoint informs your leadership is, of course, your choice.

Every organization is perfectly structured, perfectly organized, perfectly staffed, and perfectly led to obtain the results it is currently getting.  Therefore, to get different results you have to change one of those things.

At the heart of leadership accountability is the principle that there are no bad teams, there are only bad leaders.  So, if you don’t like what is going on in your team – you have to look at yourself in the mirror first to understand what you did to cause these results – and then look to the person in the mirror for the solution (that is a change in attitude, behaviours, or actions)