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    Posted February 23, 2012 by
    khalidnatto
    Location
    Jeddah, KSA

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                                                         SEIZE THE DAY
    The  old riddle asks whether the tree falling in the forest makes a sound if  no one is there to hear it. Leaders know the answer is no. People have  to be paying attention for any meaningful leadership message to be  absorbed and followed. When you take on a new leadership role, you have a  moment when every sound you make in the forest is heard. Recognize and  exploit the opportunity to use this crucial — albeit fleeting — moment  to set the stage for your vision.

     


    Making the most of your leadership "moment" requires three things:

     

    •  Knowing your message. Articulate the reasons you have assumed this  role. Even though your vision will be imperfect in your first months on  the job, identify what you uniquely bring to this role and how that  intersects with the needs of the organization. Describe that for  yourself in the clearest way you can and then consider the next steps.  What will the strategy be? What changes will be required in the organization to effectively  achieve the strategy? How will you lead the organization toward that  objective?

     

    • Understanding the channels through which you are  being observed. Even if you have learned this leadership lesson, you are  probably underestimating the degree of scrutiny that your every word and action gets. Everyone in your  orbit is reading the tea leaves. It's important to them not because you  are endlessly fascinating to them (though you may be that). It's  important to them because they care about their jobs. They would like to  know what changes will be coming. They would like to know what you will  expect of them. They would like to know how your leadership will impact  their day-to-day lives. That means that you, in turn, need to be a keen  observer of your own behavior — your words, actions, decisions, tone,  expressions — to ensure that your intended message is coming through  every channel consistently.

     

    • Aligning your message and your  behavior. Before you begin your new job, make a grid that will help you  with this alignment. Your messages are the rows. Your channels are the  columns. In each cell write the ways you plan to send your messages  through every channel to which people are attuned. Are your key messages  being reinforced by your early decisions? By the way you allocate resources?  By the stories you tell? By the agenda you set for your meetings? By  the way you spend your time? By the talent you select on your team?

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