Leadership Development And Jumping Out of Airships

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119497 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 885

=========================================== Summary: The Leadership Development function in many a corporation has often been viewed as a sideline when compared to such functions as sales and marketing. Yet Leadership Development can and should be seen as integral to a company's bottom and top lines. Here are two simple ways to make it happen. =========================================== Leadership Development And Jumping Out of Airships by Brent Filson A German silent film melodrama depicts an airship bombing London during World War I. Lit up by searchlights and strafed by fighters,repparttar 119498 crippled airship loses altitude asrepparttar 119499 captain frantically jettisons dispensable gear to lighten weight. Eventually,repparttar 119500 only weight left is human. Sorepparttar 119501 captain orders members ofrepparttar 119502 crew overboard. A grisly scene unfolds asrepparttar 119503 airmen, one by one, without parachutes, step up torepparttar 119504 hatch, saluterepparttar 119505 captain andrepparttar 119506 first mate, then jump to their deaths. Lightened,repparttar 119507 airship returns safely to Germany. That scene is not a relic. It's happening in corporations frequently these days, clearly not as fact but metaphor. Companies, shot up inrepparttar 119508 cross fires of increasingly competitive markets, must lighten their loads to get earnings' growth buoyancy. The captains are jettisoning all butrepparttar 119509 indispensable employees. Commonly, one ofrepparttar 119510 first functions to be ordered out isrepparttar 119511 training function -- in particular, leadership training or leadership development. Many company heads view such training as dispensable asrepparttar 119512 airship crew inrepparttar 119513 melodrama. Yet leadership isn't dispensable to business success. It's absolutely indispensable. Good leaders are far more important torepparttar 119514 long term success of companies than good products. All organizations that fail to get, keep, and develop good leaders eventually founder. This isn't a secret. Most leaders know this. Here'srepparttar 119515 secret: The fact that leadership development is viewed as dispensable is notrepparttar 119516 captain's making. It'srepparttar 119517 crew's making. The blame lies withrepparttar 119518 people in charge ofrepparttar 119519 leadership development. They simply have not defined leadership development in indispensable ways for results. Sure, they have defined such development for training results but not forrepparttar 119520 results that really count, business results. And when training people focus on training results not business results, they are always put atrepparttar 119521 front whenrepparttar 119522 superfluous are told to line up to leap. What is leadership but results -- not training results, business results. If leaders are not getting their business results, they are not leading. Results can be defined in many ways, productivity, operating efficiencies, sales growth, cost reductions, etc., but leadership development has no real value unless it is helpingrepparttar 119523 leaders get those results. Here are two simple ways to position your role to notably increase your value to your company.

Workplace Violence: The Bullying Factor

Written by Felix P. Nater

A lot has been written aboutrepparttar workplace bully and so my approach will deal withrepparttar 119496 assessment and analytical process of workplace violence. During my years as a Postal Inspector on a Workplace Violence Interdiction Team in New York, I quickly gained an appreciation forrepparttar 119497 value of determiningrepparttar 119498 "root causes" or "contributing factors" of incidents of Bullying and Bully Tactics. In all ofrepparttar 119499 assessments conducted involving bullying behavior "root causes" and "contributing factors" enabledrepparttar 119500 investigative process to determine that in all casesrepparttar 119501 victim retaliated escalatingrepparttar 119502 bullying to a physical altercation or threats of bodily harm. The bully created such an emotional response in his victim over time sufficiently enough to create a spontaneous response.

As such, I've come to define that Bullying is harassing, intimidating, offensive, degrading, demoralizing and humiliating torepparttar 119503 victims: employee, co-workers and supervisors alike. The behavior was patterned, unfavorable, unwarranted and reasonably inappropriate forrepparttar 119504 workplace setting. Whilerepparttar 119505 individual Bully was obviously at fault, management for its failure to curbrepparttar 119506 behavior contributed torepparttar 119507 hostility by creating a permissive environment that empoweredrepparttar 119508 Bully. Sensing that he would not be sanctioned he acted with impunity. The unfortunate reality is thatrepparttar 119509 Bully exist to fill a void; some thought his antics were funny; others relished inrepparttar 119510 abuse and banter; if it was racially or ethnically charged comments it had appeal torepparttar 119511 bigots. As uncanny is it sounds most victims and witnesses interviewed afterrepparttar 119512 fact were disgusted at knowing how long they were subjected torepparttar 119513 abuse and how much they tolerated without intervention untilrepparttar 119514 victim retaliated. It just happens over time likerepparttar 119515 diagnosis of cancer.


-An employee -Co-workers -Customers and employees -Employees and Clients -Employees and Vendors -Supervisors or manager

Duringrepparttar 119516 many threat assessments conducted, I learned that Bullying is a form of workplace entertainment by some and an accepted part ofrepparttar 119517 workplace culture by others. Yourepparttar 119518 victim must be willing to resistrepparttar 119519 victimization and confrontrepparttar 119520 individual to avoidrepparttar 119521 potential for escalation ultimately leading torepparttar 119522 unfortunate spontaneous and subsequent consequences for engaging in a fight. It's easy to be intimidated by this behavior, it is designed to control you. However, don’t blame yourself for beingrepparttar 119523 victim of Bullying. Reportrepparttar 119524 Bullying immediately! It should not be sanctioned and should be addressed under your company’s Workplace Violence Prevention Policy.


Because Bullying is a pattern of abuse it must be dealt with immediately. The permissive environment isrepparttar 119525 dwelling place of this type of behavior. That it might be part of an organization's culture is allrepparttar 119526 more reason for intervention. Left unabated, it createsrepparttar 119527 impression byrepparttar 119528 Bully thatrepparttar 119529 culture condones it. Because employees are fearful of reportingrepparttar 119530 bully out of fear of retaliation, incidents go unreported. The lack of appropriate intervention byrepparttar 119531 supervisor or manager is especiallyrepparttar 119532 case whenrepparttar 119533 employee is a good worker or a key individual inrepparttar 119534 business. The fact thatrepparttar 119535 Bully is a supervisor or manager invokes fear and distrust in management’s ability to curtailrepparttar 119536 threat sensing he would be sealing his fate if he makes a complaint. This sort of response is common and often came out duringrepparttar 119537 interviews of victims and witnesses.

I am reminded of an article I read entitled: “The Disruptive Clinician andrepparttar 119538 Impact on Patient Care”, Lee G. Shanley, B.S., Director of Safety and Security Services at Nassau County Medical Center which appeared inrepparttar 119539 NCMC Proceedings Journal, fall 1996. He emphasizesrepparttar 119540 manipulative and controlling power superiors wield onrepparttar 119541 subordinates. He wrote, “Medical staff who continually act out in a disruptive manner towards visitors, patients and other staff members underminerepparttar 119542 very fabric ofrepparttar 119543 healthcare facility. When an individual displays verbal abuse, open or veiled hostility, or threatening actions towards associates,repparttar 119544 result more often than not is compromised patient care…this abuse if not addressed, and allowed to continue unchecked, will more than likely lead to a major patient care error. As a result ofrepparttar 119545 stress caused byrepparttar 119546 situation, associates and other healthcare providers may tend to avoid contact withrepparttar 119547 offending individual whenever possible.”

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