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The Diplo calendar 2015 realized by Stefano Baldi and Ed Gelbstein presents a selection of the wisdom accumulated by humanity over the centuries that has stood the test of time and remains as valid as ever. The hope is that it will inspire you and lead you to explore the thoughts of the people who in one way or another have changed human history for the better.

For the month of September the selected quotation is by Louis Pasteur  (1822-1895)- the French chemist and microbiologist renowned for his discoveries of the principles of vaccination, microbial fermentation and pasteurization.

Sep2015

Photo credit: kungfubonanza  (CC BY-NC-SA 2.0)

Turning Soft Skills into Core Skills: 3 Ways to Get Started

Originally posted on Blanchard LeaderChat:

People Management Flow Chart In the field of learning and development, we typically refer to technical skills as hard skills and behavioral skills as soft skills. While soft skills are less tangible than hard skills, they are actually more valuable for a potential leader to acquire. Without the skills of communication, engagement, and empowerment, leaders are not able to direct and support people in the accomplishment of goals.

For this reason, I prefer to label these as core skills instead of soft skills. I’ve been using the term for 25 years, since I first heard a speaker extol their virtues. After the session, I suggested to the presenter that if these skills are so central to communication and maximizing effectiveness and contribution, they might be better regarded as core skills. To make a long story short, both the speaker and I used that term from that day on.

People are invariably the most expensive…

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Why It’s Important To Get Rest As A Leader

I’m droggy. I’m congested. And I’m lacking sleep. I feel like I’ve been in this state forever. But it’s only been a day. Image via Creative Commons You ever been there? If you’re like most leaders, you have. Leaders Lack Sleep In a Gallop study, research shows that, on average, 40% of the US get…

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Need More Time? How Recurring One-on-One Meetings Can Help

Originally posted on Blanchard LeaderChat:

Handsome young manThis Coaching Tuesday guest post is from Blanchard network coach Antonio Estrada.

I recently coached an ambitious sales person with ten direct reports after he attended a three-day Managing People workshop customized for his employer by The Ken Blanchard Companies.

This leader was very busy, working an average of twelve hours a day. Due to scheduling conflicts, we set his first coaching session three weeks after the workshop took place. Research indicates that you lose 70 percent of what you learn within one week if you don’t use it, so we started the session by clarifying his top two challenges.

The first challenge was that he wanted to contribute more to his company and achieve a higher leadership position. The second was his desire to have his direct reports take over more of the routine problem solving so he could better balance both his managing up and managing down duties.

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The Top 10 Ways Leaders Erode Trust

Originally posted on Blanchard LeaderChat:

“Call me irresponsible, call me unreliable
Throw in undependable too”
Frank Sinatra ~ Call Me Irresponsible (1963)

Irresponsible, unreliable, and undependable make for great words in a song, but if those adjectives describe your leadership style then chances are your people don’t trust you.

Now, I believe most people strive to be honorable and trustworthy in their leadership roles. There aren’t too many people who wake up in the morning and on their way into the office exclaim to themselves, “I think today is a fabulous day to break someone’s trust!” Most leaders unintentionally erode trust through what I call “trust busting” behaviors. Despite our best intentions, we sometimes get in our own way and bust trust without even realizing it.

I did a little crowd-sourcing with my team and asked them to send me a list of the most common trust-busting behaviors they’ve experienced from leaders in their career. The wisdom…

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Leaders—Feel Like You’re Rowing Alone? Alignment Might Be the Problem

Originally posted on Blanchard LeaderChat:

Paddle for white water raftingAs a leader, have you ever felt as if you were rowing upstream alone while your team watched from the bank, wondering what you were doing?  Have you ever felt as if you were the only one carrying a sense of urgency to get something done?  I’ve experienced this as a leader and I’ve also heard similar stories from leaders we’ve coached.

A leader’s responsibility is to achieve desired results through people.  It works best with the collective efforts of the team and with everyone rowing in the same direction.

But many times managers and their people are not aligned on goals.  For example, we conducted a survey in a leadership class, asking leaders “How well does your organization perform alignment conversations?”  Out of 450 responses, 59 percent selected “Needs improvement” and 20 percent selected “What alignment conversations?”  For these leaders, there was a lot of rowing upstream.

When you…

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