“Three out of every four employees report that their boss is the worst and most stressful part of their job.” Inc Magazine survey
Managers are promoted due to technical ability, which doesn’t always translate into management proficiency.
So, many managers struggle or fail to engage their people. They often don’t know how or are ill equipped to balance their tangible deliverables with the less-visible people and culture metrics.
Click here for free excerpt from Lisa Rubinstein’s upcoming book “Switched On”
What Great Leaders Have..
Seeking to find what differentiates great leaders, I embarked on a 3 year study, interviewing well-respected leaders of Australian companies in a range of sectors from well-known, ASX-listed entities, to the quiet achievers leading small companies to local government bodies. I added to this the latest findings in neuroscience and psychology to distinguish a model for leadership excellence that transcended culture, gender, industries and geography.
I found that leaders who authentically connect with their people, and recognise the importance of continued engagement, accountability and shared value across all levels of their enterprise will realise a significant ongoing competitive advantage. Leaders whose values, talents and interests match those of their enterprise will be better equipped to deal with increasing complexities and adapt more readily to the frequently changing landscape.
Leaders who consistently deliver on their promises will build trust, confidence and respect of their peers and the people they lead, with more power, stakeholder support and buy-in for their ideas.
These leaders are True Leaders.
These are their stories.