Make the Most of Your Time - Focus on Strengths

Written by Martin Haworth

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So, then, ceaserepparttar struggle!

Performance Reviews stop focusing on ‘getting better’ at those skills which are not their natural ‘A’ set. More, they help them focus on what they are great at, leveraging their abilities torepparttar 119419 organisations best value.

And, hey, guess what, by doing this, they feel better, get much more of a buzz and their performance is elevated even more. It’s like an upward spiral. When this is happening acrossrepparttar 119420 business, fabulous results are achieved.

There is less struggle and dread of their reviews – less time wasted and individuals valued for what they are – individuals and celebrate their unique skillsets. So, how to coverrepparttar 119421 bits that aren’t too hot? The best discover coping strategies with supporters around them, some delegate, some hire support. In fact, they often partner up with one or a number of colleagues who can deliver well, their own ‘Achilles Heel’ skills.

Look around, many CEO’s have great support executives, who often complement their skill strengths. (Oftenrepparttar 119422 'Finance Guy' who is keeping a tight rein onrepparttar 119423 creativity ofrepparttar 119424 CEO - i.e. a reality check :-)) Focusing on what they do well, and getting others around them to do what they do well makes for much more effective and enjoyable working. Together with exceptional results - of course!

And it is such a release.

© 2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).

CEOs And Boards Are Locked In A Spiral Of Doom

Written by Brent Filson

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Here are three things boards and CEOs can do together to stoprepparttar spiral of doom.

(1) Be aware ofrepparttar 119418 crucial differences between autocratic leadership andrepparttar 119419 new leadership. It's easy to spot autocratic leaders. They come with a "my-way-or-the-highway" attitude. They're long on order-giving and short on listening, great at micro-managing and poor at motivation, great at caring forrepparttar 119420 company's results and poor at promotingrepparttar 119421 welfare ofrepparttar 119422 people who must achieve those results.

The new leaders, onrepparttar 119423 other hand, ask a lot of questions. They consult with people rather than command them. They have a passion not only for achieving results but for promotingrepparttar 119424 well-being ofrepparttar 119425 people who must achieverepparttar 119426 results. They listen well. They haverepparttar 119427 courage to allow others to fail. They challenge people to be better than they think they can be. They are continually enhancingrepparttar 119428 leadership skills of others. And they understand that rewards and punishments arerepparttar 119429 lowest forms of leadership.

(2) By all means, don't hire autocrats. Select CEOs who are skilled inrepparttar 119430 new leadership. This means taking great pains inrepparttar 119431 interview process to have candidates talk about their leadership philosophy, ways they have manifested that philosophy, and ways they intend to manifest it as a CEO.

(3) Continually monitor and evaluate CEOs on how they're carrying outrepparttar 119432 new leadership activities. Boards and CEOs must put into place comprehensive and systematic leadership processes. They must hold themselves accountable for those processes. Board meetings must be consistently devoted to leadership issues. When CEOs report to boards onrepparttar 119433 state ofrepparttar 119434 company, they must also report onrepparttar 119435 "state of leadership" -- showing how leadership is getting results and howrepparttar 119436 leadership capabilities and responsibilities of their senior leaders, middle managers and small-unit leaders are being constantly upgraded.

Autocratic CEOs are maestros at gettingrepparttar 119437 wrong results orrepparttar 119438 right results inrepparttar 119439 wrong ways. Boards who bring them on buy a ticket to ride onrepparttar 119440 spiral of doom.

The time is now for boards and CEOs to get offrepparttar 119441 ride and bring in CEOs who recognize thatrepparttar 119442 best leadership is not about what leaders do to people but what they do with people.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

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