Leadership Is Language: The Hidden Power of What You Say and What You Don't

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Commit actions, not beliefs – because not everyone needs to agree with the decision, but everyone must support it through their actions (p. 145). As mentioned earlier, leadership is often viewed as a collective phenomenon or process. The distributed leadership model suggests that leadership can be shared among team members. Individuals assume the role of leader when necessary to support the team and peers. This approach can only succeed if the organisational structure and culture support it. If an organisation is centred on individual leadership, distributed leadership won't work. In a complex, fast-changing world, long-term survival is more about adaptation than achievement” (p. 287). The red-blue operating system gives organizations and leaders the tools to adapt. Since all innovation starts as an outlier thought, driving consensus is bound to suppress innovation.

Leadership is Language David Marquet on Leadership is Language

Positioning Systems Brand Promise 1. Priorities: Determine your #1 Priority. Achieve measurable progress in 90 days. 2. Metrics: Develop measurable Key Performance Indicators. 3. Meetings: Establish effective meeting rhythms. ( Cadence of Accountability) Compounding the value of your priority and metrics. The doing self is fully present in the moment, acting upon the world and reacting to stimuli dynamically. | The thinking self observes and reflects upon the doing self from a detached and levelheaded perspective. The redwork-bluework operating system requires individuals at all levels of an organization to be thinkers and doers. Leaders can influence the system in three ways: Our Profession Mapputs the purpose of the people profession, championing better work and working lives, at its core. The profession can gain trust and credibility by following this purpose. It gives a great overview of how changing your words can change the whole dynamics of the team and how it makes you a better leader. There are many examples of real cases and case studies that connect the theoretical to the practical.David Marquet is the kind of leader who comes around only once in a generation… His ideas and lessons are invaluable’ – Simon Sinek The El Faro and many workplaces operate with a playbook left over from the Industrial Age, which focuses on coercion, doing (not thinking), reducing variability, complying, and conforming to roles. Trust first – because people will work better, harder, and longer when they feel trusted. Create a culture where dissent is acceptable (pp. 234-235). Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the decision at hand.

Leadership Is Language: The Hidden Power of What You Say and Leadership Is Language: The Hidden Power of What You Say and

It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: Give the pause a name – to make sure employees know how to call a pause. The pause could be called a “time-out,” saying “hands-off,” or raising a yellow card or a hand (p. 91). A pause is “practicing resilience.” And “there are no unnecessary pauses. Regardless of whether it turns out the pause was justified, every pause is necessary to establish a culture in which people are comfortable raising their hands” (p. 92). Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era.The book's title initially threw me off, and I assumed that it would stress more about being sympathetic and empathetic. But this was so much more than that. It's about the words you use to make a subtle difference which can do wonders later on. When an organization repeatedly enforces the idea that people should do as they're told without question or suffer consequences, they learn to be absolutely certain that each action is correct before taking it. What if things had things gone differently for El Faro? Here is the story, retold as if Marquet’sNew Playbook had been in operation. Aboard the El Faro: