| tart --> | | | | technical knowledge of its top leaders and their |
| Top leaders in high performing businesses are | | | | drive to get the task done are not allowed to run |
| people who have a wide range of experience and | | | | roughshod over the very people responsible for |
| have developed successful business careers, | | | | the successful implementation and execution of |
| management skills and abilities to a high level. That | | | | their initiatives? |
| is the reason they sit where they do in their | | | | Leadership skills development within the corporate |
| respective companies. | | | | team building environment addresses this vital |
| Often, the particular skills and abilities that have | | | | issue. It requires developing capabilities that bring |
| been highly developed pertain to know-how in a | | | | people along with energy that is harnessed and |
| technical field, and what these top leaders do now | | | | focused and that inspires those involved, rather |
| simply comes as second nature to them. | | | | than debilitates them. The high energy, |
| This knowledge born of experience and situational | | | | knowledgeable and effective manager is able to |
| maturity is not a bad thing; in fact it is extremely | | | | do this by building into his or her already strong |
| valuable. On the one hand, it is this know-how, | | | | repertoire the following four elements: |
| combined with high enthusiasm levels that | | | | |
| produces outstanding results in their work. It is | | | | 1. Having greater self-awareness about the impact |
| the very quality that has taken them to where | | | | that their perceived behavior has on others. |
| they are. On the other hand, however, this | | | | 2. Listening intently and developing a mindset that |
| knowledge in action may be perceived as | | | | absorbs information, whatever the source, and |
| intellectual arrogance. | | | | gets out of the "I know it all syndrome" that can |
| Intellectual arrogance exhibits itself in the language | | | | stifle thinking and close the door on obtaining new |
| that is used to describe their dealings with others, | | | | insights from others. |
| the manner in which the job gets done and the | | | | 3. Engaging in business decision making that |
| perceived behaviors that people working with | | | | combines rigor of thought with taking other |
| them observe in their conduct. It has the potential | | | | people's views into account and using language |
| to put others off and upset them. Obviously, this | | | | that everyone can understand. |
| may inhibit and constrict them from contributing | | | | 4. Investing time and effort in business skills |
| their valuable insights and from sharing the | | | | development and using tools that objectively |
| information or providing the feedback that is | | | | focus on the issues at hand, as opposed to the |
| necessary for making well-informed decisions. | | | | perceived "incompetence" of subordinates or |
| The critical question for the business is how to | | | | peers. |
| manage this attribute in a positive way that brings | | | | In the end, investment in these practices supports |
| other people along and ensures it does not isolate | | | | and builds on the strengths of the knowledgeable |
| them. How does the business ensure that the | | | | manager or leader. |