Post by Admin on Jan 18, 2021 17:02:56 GMT
Module 5: Creation of a Positive, “Can-do” Culture
There is nothing as frustrating or discouraging as proposing an idea—only to see it squashed by discouraging, negative, dismissive comments.
Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Great leaders have vision and the good news is that this is a skill that can be learned. It is probably the most powerful tool in a leader’s toolbox.
Vision is a picture in the leader's imagination that motivates people to action when communicated compellingly, passionately and clearly.
A visionary leader who clearly and passionately communicates his or her vision can motivate employees to act with passion and purpose, thereby ensuring that everyone is working toward a common goal. The end result is that everyone contributes to the organization's forward momentum.
"In order to take the organization to the highest possible level, leaders must engage their people with a compelling and tangible vision," said Warren Bennis, professor of business administration at the University of Southern California's Marshall School of Business.
Learning Objectives:
At the end of Creation of a Positive, Can-do Culture you will be able to:
• Strengthen your skills in building a can-do culture
• Create a toolbox of can-do resources
• Build a can-do, high-performing team
• Understand how to reframe predictable struggles or failures
There is nothing as frustrating or discouraging as proposing an idea—only to see it squashed by discouraging, negative, dismissive comments.
Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.
Great leaders have vision and the good news is that this is a skill that can be learned. It is probably the most powerful tool in a leader’s toolbox.
Vision is a picture in the leader's imagination that motivates people to action when communicated compellingly, passionately and clearly.
A visionary leader who clearly and passionately communicates his or her vision can motivate employees to act with passion and purpose, thereby ensuring that everyone is working toward a common goal. The end result is that everyone contributes to the organization's forward momentum.
"In order to take the organization to the highest possible level, leaders must engage their people with a compelling and tangible vision," said Warren Bennis, professor of business administration at the University of Southern California's Marshall School of Business.
Learning Objectives:
At the end of Creation of a Positive, Can-do Culture you will be able to:
• Strengthen your skills in building a can-do culture
• Create a toolbox of can-do resources
• Build a can-do, high-performing team
• Understand how to reframe predictable struggles or failures