In a very practical book, Achieve Leadership Genius, authors Drea Zigarmi, Susan Fowler and Dick Lyles ask, “What if employees didn’t wait to be empowered—but empowered themselves?”

Good question; one that places the responsibility for “empowerment” where it belongs. The individual. If you’re waiting for your boss to give up control and decision-making authority to turn you into a free-thinking, free-wheeling employee, empowered to determine your own work rules, you’ll wait a long time. Empowerment is a good idea, but as the authors point out, it depends on self-leadership—“people who possess the ability, energy, and determination to accept responsibility for success in their work-related role.”
Employee engagement suffers because organizations depend on managers to engage employees, rather than developing self leaders who recognize their responsibility and have the skill to take initiative for success in their role.

It just makes sense that every organization should develop self-leaders—yet this is usually the most underfunded and undervalued aspect of leadership training.
The road to empowerment begins with visualizing your ideal role. That vision is something you can begin to build your identity around. How do you see yourself? How do you want others to see you? Your identity will guide you thoughts, decisions and actions. Keep in mind, your vision should be aligned with the goals and purposes of your boss and organization or you will get no support. The authors remind us to, “Consider your role as a piece of the puzzle—one of many in an organization. It is important fro you top understand the big picture and your place within it. Your efforts to envision will not only help you understand the meaning of your work, but it will also remind your boss of the vital contributions being made by you and your role.”
Wise sages extol the virtue in the moment. But what happens when the challenge of the moment diminishes the energy available for moving forward? Your work-related vision acts like an emotional manager to pull you through the tough times and into a time of possibility. It provides a transition from the potentially threatening current reality to the next step of action. It empowers you to overcome the inevitable obstacles, pain strife, exhaustion, and any number of inevitable de-motivators that could jeopardize success in your work-related role.

Courtesy Leadership Now

Hi,

Post defeating Aussies on their own soil, the captain of the shrinked version (i.e. 20/20 cricket) of Cricket was interviewed by media. During the interview he mentioned two points and I considered those two are very critical traits that every leader must have. The traits are

- You have to be prepared to be criticized

- Do not involve in mud slinging operations post the result of any decision. If you would like to criticize any decision do it at the time of taking decision and not after the results of that decision. (you can relate this to the on going airport controversy at Bangalore)

Let us reach the level of `to be criticized’ and build India as a nation of leaders!!

- siddharth

From Charles Handy’s memoir, “Myself and Other More Important Matters”.

Here are a few lessons to take away:
1) If all your expectations with life work out well then you probably haven’t pushed yourself far enough. There may be lives out there that you could have lived had you dared more.
2) I learnt that in most human situations there is no textbook answer, that everyone is different and that you have to make your own judgments most of the time, make your own decisions and then stand by them. Only in technical matters does the expert know better.
3) Schools, at every level, prefer to teach what can be taught, rather than what needs to be learnt.
4) Organizations are not machines. They are living communities of individuals. To describe them we need to use the language of communities and the language of individuals. The essential task of leadership is to combine the aspirations and needs of the individuals with the purposes of the larger community to which they belong. You do not need to be a genius to see that the task is much easier if the leader knows what the purpose of the community should be and can convince everyone of its importance.
5) My belief is that most people have a fundamental understanding of what makes organizations work. They just need to be reminded of it and encouraged to apply their understanding to their own work. The late Sumantra Goshal of the London Business School once described Peter Drucker as practising the scholarship of common sense. I would like that said of me. For example, it is only common sense that people are more likely to be committed to a cause or mission if they had a hand in shaping it. That does not need research to prove it. Nor do you have to see the research to know that groups are likely to produce better results than the same individuals acting on their own.

Taken from Leadershipnow

Young & Old held no barriers here in this glorious event as citizens of Bangalore marched for a better city ! The movement started by Leadcap (www.leadcap.org) is gaining momentum day by day !
Sangeeth Varghese, a globally acknowledged leadership expert visualised that India needed a second freedom movement to lift our nation from the clouts of corruption & poverty.

Anybody can join the cause and discover their hidden leadership potential and hence become the change !

Come, lets join our hands together and lead our India to her glorious heights ! The marches happen every fortnight (15 days) in different parts of Bangalore. The next march is in Malleswaram on 16th March. For details write to mail@leadcap.org or call Nibras at 9886948667.

This video is made by Prashasth Patil, an active LeadCap leader and the founder of Empire India “To awaken India out of it’s slumber”.

James O’Toole surveys the works of Aristotle in Creating the Good Life, and creates a practical framework that can be used to evaluate leadership in our own time. This excerpt is from a section regarding community leadership:

Aristotle says a leader also needs practical wisdom. Practical wisdom has “nothing to do with calculating magnitudes,” nothing to do with science, theory, disciplinary knowledge, or knowledge of facts in any way. It is concerned “neither with eternal and unchangeable truth nor with anything and everything that comes into being (and passes away again). Instead, it deals with matters where doubt and deliberation are possible.” In particular, practical wisdom is not concerned with the way things are but with “how things can be other than they are.” In other words, it is about how conditions in society and organizations could be made better. And “it implies the use of one’s faculty of opinion in judging matters” relating to what is right and wrong for a group, or society as a whole.

In Aristotle’s eyes, such practical wisdom is the prerequisite of “moral excellence,” the sine qua non of leadership: “That is why we say Pericles and men like him have practical wisdom. They have the capacity to see what is good for themselves and for humankind.”

Aristotle concludes that virtuous leaders in the Periclean mold are rare, but their scarcity is not due to a shortage of leadership capacity in the human race. Instead, he believes the virtue manifested by those rare leaders is an acquired trait; he believes leaders are made, not born. Indeed they are self-made.

At all times, the conscious goal of a just leader is to help followers achieve what is good for them, which, on occasion, may be something different from what they think they want. Hence, in addition to effectiveness, leadership has a moral dimension: the capacity to discern and provide justice.

From Leadership Now