Leadership is the capacity to translate vision into reality. It is practised not so much in words than in attitude. We require leadership in every field of life. It is a skill which is of utmost importance and requirement. There is always a leader, a head in any organization, at every level and any mistakes at their part can prove to be a heavy mistake for the whole company. This needs to be tapped into by one so that the whole organization benefits. The easiest way? Leadership conversations.
Conversation techniques and tools that can help you become a great leader. Leadership Conversations is part of a growing recognition that the so-called "command and control" model of organizational leadership is fast becoming outdated in today's world. Today's business environment is increasingly global, diverse, fluid and unpredictable. Technological change and the rise of social media have fundamentally altered the way people interact with others. Rigidly hierarchical organizations risk losing ground to more nimble, collaborative ones. Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self-confidence" become liabilities when promoted into a leadership track. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth.
The book "leadership conversations" by Alan S. Berson, is an exploration of the four basic kinds of conversation a leader should engage in. Each kind of conversation involves a distinct set of strategic objectives demanding its own skills and techniques. At the outset, the authors emphasize that holding leadership conversations should not be viewed as a mere task to be crossed off a checklist. "Rather it is something you need to do well — consciously and unconsciously — every minute of every day. Conversations with your bosses, peers, direct reports and other stakeholders are the lifeblood of your business relationships."
Before a relationship can pay dividends, it must be established in the first place, on a foundation of trust and reciprocity. Thus, the authors begin with an overview of the basic tenets of relationship-building, citing a couple of case studies of CEOs who seem to have devoted an inordinate amount of time on conversations with no particular end in mind. One, Sam, routinely spent hours a week on five- to ten-minute phone conversations, never asking anything of the other person, just listening. Peers questioned this practice amid so many immediate challenges faced by the firm. Yet, precisely because of these conversations, whenever the firm faced a major challenge or opportunity, Sam had someone he could call on. The second type of leadership conversation is geared specifically toward cultivating leadership qualities in those who report to you. Especially amid a challenging and ever-changing world economy, developing leadership from within is more important than ever.
In the old command-and-control model, decision-making involved a leader assembling and assessing the necessary information, and then issuing a directive to his or her subordinates. In the new model, decision-making is a more fluid, ongoing and collaborative process. By tapping into the input of as many team members as possible, the new decision-making develops leadership and cultivates a sense of ownership in the organization's objectives and their subsequent implementation.