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Leaders must understand each context in order to use the right leadership styles in a given situation.
First order of business is sense-making. The ability to make sense with the environment and structure the unknown.
Second is the ability to apply the best leadership and managerial approach in that context. There are many styles ranging from charismatic, transformational, authoritarian, consensus-based, among others. Use them wisely with a certain objective in mind and learn to adapt as you go along.
Third, reflect on what happened when you applied a certain leadership approach. Did it matter at the end of the day? Were your staff able to understand why you had to act that way? What were the results in behaviors and attitudes towards work? Did it solve the problem at hand?
You can't be a one-pony-show at all times. You have to exhibit a wide range of responses and styles that could help you not just solve day-t0-day problems but lead you to your strategic goals as a leader and manager.
Instead of being reactive, choose adaptive. Instead of putting out fires on a daily basis, embrace ambiguity and improvisation.
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I would like to thank all the women in my life, past, present, and future.
To my mother, grandmother, great grandmothers, and all the previous generations of women in my life, thank you for being great role models of hard work, perseverance, wisdom, determination, and faith.
To my daughter, sister, aunts, cousins, nieces, comadres, ninangs, mentors, coaches, teachers, girl scout leaders, and all the women leaders that shape me, thank you for showing the way.
We celebrate you today and every day!
Impact is now, impact is us together, lifting each other up
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There are many ways bureaucratic organizations refuse to believe that the horse is dead and would try different approaches to prove to themselves that it's not so.
1. Appoint a committee to study the horse.
2. Create a training session to improve riding skills.
3. Increase funding to improve the horse's performance.
4. Visit other site to see how they ride dead horses.
5. Declare that no horse is too dead to ride.
6. Buy a stronger whip.
7. Increase the standards for riding dead horses.
8. Hire an external consultant to show a dead horse can be ridden.
9. Form a workgroup to find uses for a dead horse, if all else fails.
10. Promote the dead horse to a supervisory position or vice president.
Stop beating the dead horse in your organization.
This could be a rehashed idea, practice, or custom that are no longer relevant, valuable, and appropriate to the times.
The costs of reviving the old to account for the new versus creating new out of new experiences, discoveries, and insights are far greater.
Consider investing in the right tools and mechanisms to get to 'new ideas' and become better at attracting the right champions to it.
Source: Another vision of the story may be found at www.abcsmallbiz.com/funny/deadhorse.html