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Robert Ta's avatar

Leaders must endure the skepticism before reaching acceptance.

A new habit must be demonstrated, repeated, and proven.

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Joe Loughery's avatar

Good morning,

Right place. Right time. Right action.

While I generally (these days) like to start with earning respect. Those accustomed to coming in hot (as we like to call them). Often shoot themselves in the foot. Hopefully, they take heed of this information (I haven't seen this though). Usually, their behavior makes them leave the current business unit, sometimes even the organization.

In the days of instant gratification.

We often forget about the perennial truths.

For instance; time tells all.

Thank you for your time.

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Admired Leadership's avatar

Morning, Joe.

The core aim behind Admired Leadership has been to uncover the behaviors of leaders who are described as admired. Leaders who are regarded as both results oriented as well as relationship oriented. (Most of the time, leaders are either one or the other). This naturally places the subjects of this admired cohort at stages in their careers where they are typically senior in their organizations by the time we are surveying them. How a senior leader behaves is typically transparent to their teams. Surveying the behaviors that this cohort has in common with each other is an important part of our identifying the specific behaviors that are timeless and universal.

All that to say, the idea of "right place, right time, right action" is, in principle, something anyone would agree with... but, it could easily be a developmental nightmare. It likely shouldn't be an operating principle for someone looking to develop the behaviors of the most effective relationship + results leaders in the world.

We don't mean to be pedantic about it. :). It might sound like we are. But we do have a strong opinion on the use of the word "behavior" in this conversation, and how behaviors should be integrated into a learning leader's life.

Not as a technique.

Not as something one tries on for size for a little while.

Weighing the 'obligation of leadership' first.

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B Winter's avatar

I have advised leaders to let their people know they are sincerely trying to change. In most cases, they are likely to give some leeway and understanding. I equate it to losing weight. If I am trying to lose, you probably won't notice for a long time, after a lot of weight has been lost. But if I tell you I am trying to lose weight, and I ask for your help, there is a good chance you will notice much sooner. Then the trick is, I need to keep working on it to prove it is not an anomaly.

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Alicia Williams's avatar

Patience and commitment are mandatory for life! This expectation of reward, accolades, praise of the team in response to adapting to better techniques is a rather immature way of thinking. Team members expect quality performance out of leaders too. When a poor performing leader improves the natural response is "about time!", not to give a bunch of compliments and kuddos! Lets get real shall we? Now if a poor performer improves over time and this leads to achievement, then the team will reward that leadership organically, and usually through increased respect and better willingness and cooperation.

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Steve's avatar

There is a large gap between what was written today and what you wrote in response to it. Are you sure you are replying to the correct post? Where is this "expectation of rewards, accolades and praise of the team" pulled from that you reference?

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Alicia Williams's avatar

You didn't notice some keywords and missed some of the content. Hopefully you re-read the article to understand my comment before reaching out to me but either way I will explain.

You can see the quoted sections below contain key words: reflected in performance “reviews”, & “reward” you for that change, & when the “applause” is delayed by months.

These words all reflect the reason for my feedback that befuddled you. I hope this helps you understand it better.

I also hope you get the essence of my point now, which is a good point - for people (leaders included) to have better or more realistic motivations, intentions & expectations.

Sections from original article:

"Leaders who make a change and expect to see differences quickly reflected in performance reviews or manager appraisals will be sorely disappointed."

"It takes a long time to convince others that you operate differently, and they won’t reward you for that change until they see the behavior dozens of times and in different situations."

"No wonder so many leaders stick with old behaviors and never escape the jail cell of their current approach and style. Making a behavior change is hard enough, especially when the applause is delayed by months."

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Steve's avatar

It is kinda weird that you think that.

You seem to miss the entire essence of the article, distracted by the use of single words in the same way an AI might be distracted by them.

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Alicia Williams's avatar

If you had anything to contribute to the points raised in the article then you would do so but you have not commented on the article. If you read and interpret it differently then share it in the comment section to the article. Why are you attempting to discredit or devalue my valid and valuable perspective? You are free to have opinions and label things as you see fit , you are also very weird. And very lacking. I hope you do not have many people that you influence. I recommend that you read more, especially logic and philosophy.

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