Make the Most of Your Time - Focus on Strengths

Written by Martin Haworth

Time efficiency and business effectiveness are much better served when we focus our efforts where we are strongest – when we are aligned with our values and skills. And by delegating those parts of our skill-set which less best suited, we getrepparttar best of both worlds.

Once working and focused in tune with what they do best, your people are freed up to deliver their very best performances. They encourage others to work to their strengths too. Thus, each is far more effective. By recognising this in each other, there is another benefit. Everyone realisesrepparttar 119419 value that differences can bring torepparttar 119420 team, business or organisation. And that is valued - people work together much more freely.

So, by challenging each other to be honest about what others can do better than they can, all benefit. Everyone is enabled to deliver what they do best, and by elevating them to work together,repparttar 119421 bond grows as each valuesrepparttar 119422 performances where they work best.

In their excellent book, “Now Discover Your Strengths”, Marcus Buckingham and Curt Coffman explorerepparttar 119423 hugely value-creating process which many organisations have embodied in their culture, by enabling individuals to do what they do best, more ofrepparttar 119424 time.

The best individuals deliver exceptional performance in about just 5-6 ofrepparttar 119425 likely 8-10 competencies which their job requires. The enlightened ones realise they can’t do everything well and discover coping strategies for those areas which they need to deliver, but can’t, for one reason or another - simply they bring huge qualities to their role, but not everything. This fits for management roles from top to bottom of an organisation.

CEOs And Boards Are Locked In A Spiral Of Doom

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 119418 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 700

Summary: The relationship between boards of director and CEOs are vital torepparttar 119419 well-being of any company. Many boards and CEOs misunderstand that relationship and so are locked into a "spiral of doom." The author describesrepparttar 119420 spiral and ways to stop it.

CEOs And Boards Are Locked In A Spiral Of Doom by Brent Filson

American CEOs are dropping like flies. Boards, armed with new federal rules and stock exchange requirements coming inrepparttar 119421 wake ofrepparttar 119422 corporate scandals ofrepparttar 119423 past few years, are getting rid of underperforming CEOs at record rates. This trend is allrepparttar 119424 more notable because it's happening during an improving economy and stock market.

However,repparttar 119425 real reasons forrepparttar 119426 CEO bloodbath are being overlooked. Analysts pinrepparttar 119427 bloodbath onrepparttar 119428 CEOs. But it's not justrepparttar 119429 CEOs who are failing. Boards are failing too. Working with thousands of leaders worldwide for more than twenty years, I've learned that there is a "spiral of doom" inrepparttar 119430 relationship between many company boards and their CEOs. Most boards are clueless as to what leadership skills are needed for CEOs to succeed. So they hire clueless CEOs. Clueless boards hiring clueless CEOs -- it'srepparttar 119431 classic spiral of doom.

The reason boards and CEOs misunderstand leadership is that recently there has been a tectonic shift in leadership skills CEOs need to succeed. Inrepparttar 119432 80s and 90s,repparttar 119433 autocratic CEO reigned supreme. Many companies were like slow-moving ocean liners with autocratic captains giving orders to mates and mates giving orders torepparttar 119434 crew. But todayrepparttar 119435 combination of globalization and new, differently-manageable generations coming intorepparttar 119436 workforce is creatingrepparttar 119437 need for new kinds of leadership. CEO leadership is no longer like piloting an ocean liner but like white water canoeing that calls for flattened organizations that can change rapidly and accurately, decentralized decision-making, motivated employees, and inspiring relationships.

The era ofrepparttar 119438 autocratic leader is over. Yet most boards know no other way of leadership but autocracy.

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