9 Steps to Help You Become a Visionary Leader at Work

By Life Coach Spotter

It’s clear that being a leader requires a host of strong leadership skills. But what do you need to become a visionary leader? The adjective ‘visionary’ stands for a group of features reserved for the most insightful of business gurus, but these qualities are all within your reach. Here are 9 steps to help you become a visionary leader at your organization.

1. Gain in-depth industry knowledge

Being a visionary leader means that you’ve got a clear understanding of your industry – where it’s right now and where it’s headed in both short and long-term future. This knowledge is at the core of every business vision, which loses on relevance and value if not based on concrete sector data.

Visionary leaders possess in-depth knowledge about aspects of running their business as well. They like to network with colleagues from inside and outside their organization to learn even more about how other enterprises organize their work.

Visionaries are always curious about what’s happening in the industry and go at great lengths to gather information, which then helps them to make accurate observations about their sector and develop the business vision.

2. Adopt the perspective of an outsider

Visionaries know that the perspective of an outsider is key to analyzing a business and questioning issues which are taken for granted by insiders. Assuming an outsider’s point-of-view leads to enlightenment. Visionaries use this  intellectual practice to develop new ways of thinking at their organization and developing their vision.

An outsider’s perspective opens their eyes to re-examining the ‘sacred cows’ of the organization – practices which are maintained because ‘we’ve always done it like that’. This is one of the strategies visionaries use to develop new products, build different approaches in consumer relations or foster enterprise innovation.

3. Invest time in cultivating relationships

Many visionary leaders admit that what makes them truly visionary are their friends, colleagues, and professional acquaintances. You must realize that you’ve got a limited time and resources to acquire knowledge and become an expert in an area. You simply cannot know everything. But you can gain access to knowledge through interpersonal relationships. And that’s why all visionaries in the making should cultivate those relations – especially with people interested in driving innovation.

But this doesn’t mean that you should invest in friendships purely on the basis of future pay-off. Visionaries are genuine and able to give back to others a lot. While one colleague might introduce you to a new media outlet, another one might help you in polishing your entrepreneurial skills. Your contacts play an important role in getting you to the place you want to be.

4. Connect disparate ideas

One way to describe innovation is to see it as a process of reapplying an existing technology into a completely new context. Visionary leaders develop innovative ideas by connecting disparate concepts, thoughts and theories together and producing ground-breaking solutions. All the while, they make sure that their ideas remain relevant to contemporary business problems. This is the kind of innovative thinking practiced by many visionary leaders.

5. Reformulate the reality

Visions don’t come to leaders for free. In fact, they require intense mental exercise. Once in a while, you should try to disconnect a little and think about alternatives to how things are being done at your organization. It’s an exercise in re-imagining the reality and exploring different possibilities for change.

This might become your best strategy for seeing the future of your organization and developing your vision accordingly. No innovation is possible without that kind of breakthrough thinking. Your mind processes lots of information every day, so if you allow it a quiet moment, it might reveal to you great advances which can revolutionize the company or even the entire industry practice.

6. Test your vision repeatedly

Visionaries know that gathering data and developing a vision is just a part of the game. The other part is based on testing the vision on others and getting their feedback. Once you develop a gut feeling which allows you to tell the difference between long and short-term changes, you can start building insights to help you imagine what might be possible for your organization.

Click Here to read More https://www.lifecoachspotter.com/9-steps-to-help-you-become-a-visionary-leader-at-work/

Check our conqueror.blog to help you conquer life!

5 Steps to Handling a Crisis Like a Boss

By Paul Blanchard 

It’s wonderful when everything in your business runs smoothly. You know those days — sales targets get smashed, you win new business and an IT upgrade actually finishes on time. But, we often learn more about ourselves and our businesses in times of trouble. I sincerely hope your crisis never happens. But if it does, here are my tips for handling a crisis like a boss.

1. Plan ahead.

Make a list of the five most likely things that could go wrong — and at least a couple of unlikely things — that would cause your business big problems. If you own a pizza restaurant, it could be an infestation of rats, a rude waiter upsetting customers or a rival pizza restaurant opening on the next block. Take the emotion out of things by imagining that you’re giving advice to a friend, then plan how you should respond to each problem. Pick the spokespeople who can communicate with customers, the media and any investors you may have.

2. Lead on empathy.

A simple and sincere apology will often calm even the angriest of customers. However, a word of warning: It’s crucial that the apology comes from you, the boss, not via a carefully worded statement on your company’s website or Twitter feed. Apart from being the right thing to do as a human being, it shows that you understand the customer’s pain, anger or disappointment. It can also help stop the story from escalating on social media or in the media. Also, if possible, publicly commit to find out what happened and promise that it won’t happen again.

The United Airlines incident in 2017 — when a passenger was dragged off an overbooked flight after refusing to give up his seat — is a an example of how not to apologize. A video of the incident showing the passenger’s bloodied face took just hours to go viral. United’s initial statement about the incident, which apologised for “having to re-accommodate” passengers was tone deaf and made matters worse. He wasn’t “re-accommodated” — he was dragged from his seat and off the plane in a traumatic and humiliating incident that became a global news story. The apology looked particularly bad on a CNN split-screen alongside the video footage.

The apology read as if it was written by a lawyer, not a contrite business leader. CEO Oscar Munoz issued a video apology four days later, which was far too late. 

3. Don’t be too risk-averse.

In my experience, PRs are often too defensive when it comes to how their client deals with the media, especially in a crisis. They play it ultra-safe and encourage the client not to say anything remotely clear, interesting or honest, in case it affects the reputation or profits of the business. The irony is that the public are crying out for leadership and honesty from politicians and business. Take responsibility for what has gone wrong and act.

4. Take action.

Provide a helpline or other form of support for affected customers if necessary. That way, no matter how unexpected or disrupted the situation, you already have the procedures and personnel to respond. Make realistic promises that you can keep, find out what went wrong, publish any review into events afterwards and stick to lessons learned.

Click Here To Read More https://www.entrepreneur.com/article/329327

What is the Importance of Leadership in any Organisation?

By Samiksha S

Leadership plays an important part in the success of any organisation. In the absence of effective leadership no organisation can work efficiently. An organisation is created with the purpose of achieving certain objectives through a human group; it becomes essential to control this human group.

The above-mentioned facts clearly show that the employees utilise 60% of their capability without any additional effort as has been shown in the lower part of the diagram.

The upper part of the diagram shows that if the manager uses his leadership ability and motivates his subordinates the remaining 40% of their capability can also be utilised. According to this view, leadership is the key to the success of any business enterprise.

The importance of leadership is highlighted by the following facts:

(1) Helps in Influencing the Behaviour of People:

A manager influences his subordinates with his leadership ability. He brings them under his control in such a way that they put in their best efforts to achieve the goals of the organisation. Good leaders always get good results through their followers.

(2) Helps Followers in Fulfilling their Needs:

A leader establishes personal relationship with his followers and tries to fulfill their needs. Why does a human group follow a particular person? It can be said in reply to this question because that particular person provides them security and the opportunities to earn wealth, gives them the right to work and tries to understand their feelings.

That is why people follow him. A person who takes care of the above-mentioned needs of the employees, they willingly accept him. Consequently, they work with complete dedication and enthusiasm.

(3) Helps in Introducing Required Changes:

These days the business environment is changing rapidly. In order to face the changing environment, many changes have got to be introduced in the organisation.

Since the people already happen to be under the influence of the leader, he readily makes them agree to implement these changes. In this way, the possible opposition to the change is eliminated with the strength of leadership ability.

Click Here To Read More https://www.yourarticlelibrary.com/leadership/what-is-the-importance-of-leadership-in-any-organisation/1014

Get A Free voice Over Like This

Take 5: What Business Leaders Can Learn from the Military

BASED ON INSIGHTS FROM Efraim Benmelech Carola Frydman Col. Robert Carr Col. Brian Halloran Michael Musso William “Chip” Horn Dan Friend

Picture this: Employees with an unwavering commitment to the greater good of the organization. Managers with a complete understanding of not only their own goals, but of their boss’s boss’s goals. A successful track record for recruiting and retaining an extremely diverse group of people.

These are like the qualities of a well-run business. But they also describe, at its best, the U.S. military.

Since 2012, Kellogg has welcomed a new Army colonel to the school each year as part of its senior fellow program. And Kellogg Insight has made a point of talking with that fellow each year about what business leaders can learn from their counterparts in the military.

In our conversations with these fellows, they have stressed both the unique skills and perspectives that former soldiers can bring to their new civilian jobs, as well as procedures that the Army uses to make itself more organized, more informed, and more attractive as an employer. Here are some of the highlights of their lessons for businesses and leaders.

1. The Army Knows How to Recruit and Retain Millennials

Many offices are struggling to bridge generational divides among their employees, with Baby Boomers and Gen Xers often casting sideways glances at their younger peers, who are (often unfairly) labeled as entitled, self-absorbed millennials.

But the Army has no choice in mixing together generations. With the need to recruit 60,000 new people a year, it has learned to play to a diverse group of strengths in order to create the strongest organization possible.

With millennials, as with any group, you want to harness their unique talents, explains Col. Robert Carr. And this means allowing them to innovate without compromising the Army’s overall culture.

“It’s not always a bad thing to challenge the status quo,” Carr says. “The key is to give them enough latitude to shake things up a bit without upending core traditions or standard operating procedures.”

For example, when faced with a soldier who is ambitious but impatient about advancing into a leadership role, Carr suggests helping them channel that ambition while setting realistic expectations. In the military, this can mean reminding them about the valuable and transferable skills they’re learning while also encouraging them to reenlist so that they can move beyond initial, less exciting assignments.

“Like anyone, millennials will leave organizations unless they have good reasons to stay,” Carr says. “So you need to give them something to aspire to.”

2. Soldiers Understand the Needs of the Full Organization

Workers may think they have their company’s best interests in mind while making decisions. But without structural efforts to keep information flowing, employees may be undermining their organization without realizing it.

That’s why the Army uses a “Two Up/Two Down” model, explains Col. Brian Halloran. This means that each person is familiar with those who are two up and two down from them in the hierarchy. And, crucially, they’re also familiar with those people’s strategic goals.

“I not only have to understand my mission,” he says. “I’ve got to understand my boss’ mission—and my boss’s boss’s mission—and where my goals fit into that. What that does is it helps prevent me from doing something that works great at my level but ends up causing a bigger problem in the overall organization.”

This mindset translates perfectly to the private sector, Halloran says.

Imagine the production-line manager who is thrilled to be able to maximize production at 5,000 widgets a day. If the sales team can only sell half of that, though, then the manager has just cost the company a lot in extra storage fees.“

You’ve got to understand where you fit in and how you can optimize the whole organization,” Halloran says, “not just what I and my unit are doing.”

3. Don’t Just Give Orders

One of Col. Michael Musso’s lessons from his 25 years of service was to “circulate the battlefield without giving orders.”

This translated into visiting his troops to simply talk and listen, without giving them directives. He’d ask strategic questions, like what resources they need to be effective, but would also inquire about their families and work conditions.

He encourages executives to visit with employees in this way, as well.

“Routinely circulating among staff in their environment helps to shape your knowledge, provides situational understanding of the corporate climate, and ensures subordinates understand corporate priorities,” he says.

Executives should then share what they’ve learned during these conversations, though without attribution. That will build trust and encourage other employees to be equally forthcoming.

4. Soldiers Know How to Make Their Superiors Look Good

While many businesses are gravitating toward flatter, less regimented org charts, the military is still highly hierarchical. This means that passing constructive criticism up the food chain can be fraught.

So successful soldiers have mastered the subtle art of influencing their superiors without alienating them, explains Col. William “Chip” Horn. The end result of this is that the boss looks good and the soldier has become indispensable.

For example, if a boss wants to brainstorm a new idea, an employee should ask probing questions, such as “where does this fit into our priorities.” That will either help the boss see that her idea is too fanciful and should be jettisoned or help her hone it so that it becomes truly useful.

Another tip: set a good example.

Horn tells the story of moving into a new job where he was surrounded by senior officers who outranked him. Yet he could see that all of their presentation skills were pretty rusty. Instead of simply telling them that, Horn asked the officers to watch him rehearse a presentation. Critically, he asked them for their feedback. Once they saw how professionally Horn was presenting, they started asking him for feedback in return and upped their own game.

5. Why Hiring Veterans Makes Good Business Sense

Col. Dan Friend drew on his 26 years in service to make the case for why businesses should hire veterans. He highlighted four of their virtues, which any organization should be eager to see in a job candidate: veterans are trainable, they’re leaders, they’re selfless and they take constructive criticism well.

Take, for example, their leadership experience. Soldiers are often given leadership roles while they’re in their early 20s. That can include training subordinates and ensuring their well-being, and overseeing responsibility for millions of dollars in equipment.

“All the while they’re learning how to make decisions, plan, organize, execute, and provide clear guidance to their subordinates at an age much earlier than most of their peers on the outside,” Friend says.

Friend’s advice is consistent with research from Kellogg finance professors Efraim Benmelech and Carola Frydman, who have investigated whether veterans make better CEOs. And in many cases, they find, the answer is yes.

The researchers’ analysis showed three strong associations between CEOs who served in the military and corporate outcomes. First, veterans perform better as CEOs when they’re leading during a time of industry decline or distress. “They perform better under pressure,” Benmelech says.

Second, CEOs who served in the military are up to 70 percent less likely to engage in corporate fraud compared to their nonveteran peers. And third, veterans serving as CEOs are less likely to make bold investments in physical capital or research and development. Benmelech attributes this to “a deep conservative streak in military decision-making.”

Interestingly, these trends were significant despite the majority of the veteran CEOs in the study having spent just a few years in the military when they were quite young. “It’s consistent with some other evidence that the experiences that happen early in life can have very persistent effects later, in other contexts,” Frydman says.

source: https://insight.kellogg.northwestern.edu