Every leader, whether leading four or four thousand, needs a platform–a set of values for which he or she is (or will become) known. As a leader, a leadership platform drives the culture of your team or department or organization; it’s your internal roadmap that will guide you, and for which you’ll hold yourself accountable going forward.
How do you develop your own leadership platform?
One way to begin is to ask yourself the following 3 questions:
For people in positions of power, attention is currency. What you are saying with your leadership platform is, I’m going to pay attention to this. This is what is important to me. If you have a boss, you’re telling him or her that these are the markers for which you can be held accountable. So it’s important to revisit your leadership platform during your tenure in that role. It can serve as your guide and return your attention to what is important if it has strayed.Here are a few items on my leadership platform as CEO of CHOP. In a nutshell:
True leaders are deliberate in their leadership. They are not only at the head of projects and the day-to-day business, but they’re also creating the culture and making changes where change is needed.
Leaders are also talked about by employees; this is natural and to be expected. In fact, it can be a good thing, if what they’re saying helps further your agenda. For example, let’s say two employees are planning to bring an issue to their boss (that’s you) and one of them says, “Let’s not talk to her until we’ve done all of our homework. She’s known for asking the following questions…and I know she will hold us accountable for the answers.” That’s your leadership platform in action!
This platform doesn’t just help establish your reputation; it also enables you to be less wishy-washy as a leader because everyone, including yourself, knows where you stand. As you go forward in your role, your leadership platform becomes an effective guide and measure for your actions and the progress of your team.
Madeline Bell is the president and CEO of The Children’s Hospital of Philadelphia (CHOP), the top-ranked children’s hospital in the United States. From 2007 to 2015, Madeline served as the hospital’s Chief Operating Officer, managing more than 13,000 employees for the $2-billion-a-year health system. She also serves as an advisor to international hospitals and frequently lectures on the topics of children’s health care and women in leadership. A native of Philadelphia and the mother of seven, Madeline recently launched Heels of Success, a career mentorship blog for women.
Source: Huffington Post
The new work calendar isn’t about office or home, it’s about three meeting types and the conditions that serve them best. Transactional gatherings move work forward; relational gatherings strengthen connections; and adaptive gatherings help us address complex or sensitive topics.
It can be a real challenge to try to fabricate fun, especially in a group workplace setting. I’m not going to claim to have the perfect answer to that, because I do think fun is much like romance: if you try to force it too much, it’s not going to happen. What you can do, though, is set the stage for it.
The specific attributes that leaders of color bring can be the key to unlocking great leadership — for everyone. To better understand the relationship between leadership and identity, the authors talked to 25 leaders of color across the social sector and drew on their client work. Their research identified several noteworthy assets that leaders of color bring to their organizations.