Intervention as Leadership Requirement

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Had the honor to conduct two real-time appreciate feedback sessions at Systematic, Danish premier software partner for Healthcare, Public Sector and Defense. Using business actors, the participants were forced to engage and step in to their leadership responsibilities under sometimes extreme circumstances.

During a break, I was shown the video below from the Australian Army. I’m uncertain about the background albeit it appears to be serious and originating around June 2013. The video was shared as an example of clear leadership communication, organizational values and unequivocal behavioral requirements.

In my book, the essential words of Lieutenant General David Morrison says it all:

The standard you walk past is the standard you accept

The quote underlines the O in the leadership TAO, be Observant — and react to what you see. It is true in any leadership situation, be that in the office, in the army or offshore where the “See too it duty” is a legally binding law in the Norwegian sector.

Have a look, spend three minutes on the video and then a few more as you move beyond the military setting and relate the strong message to your organization and personal leadership responsibilities.

Or click here to watch on YouTube: Lieutenant General David Morrison, June 13th 2013

Talking about values and the need to step in or step out

Talking about values and the need to step in or step out

Evidence. Body Language & Decision Styles

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Former FBI Agent and Spy Catcher Joe Navarro visited Denmark to talk about Body Language and Influence with Executive Master Classes.

Belinda Lange and I were asked to co-present the Master Class (on the fourth page) and offer our take on Decision Styles as the natural and much needed next step to the questions revealed by better reading of Body Language.

My small contribution was to provide evidence through a few cases, discussing what happens when body language is not being read and decisions not executed properly. As in the Macondo Gulf disaster where the Chief Council Report concludes that plans were good, bad decisions made during execution and never enough questions asked…

Have a closer look at the Prezi provided here:

Or click the Prezi link here.

Body language and the need to get it right in complex environments

Body language and the need to get it right in complex environments

Evidence. Body Language & Decision Styles

Image

Former FBI Agent and Spy Catcher Joe Navarro visited Denmark to talk about Body Language and Influence with Executive Master Classes.

Belinda Lange and I were asked to co-present the Master Class (on the fourth page) and offer our take on Decision Styles as the natural and much needed next step to the questions revealed by better reading of Body Language.

My small contribution was to provide evidence through a few cases, discussing what happens when body language is not being read and decisions not executed properly. As in the Macondo Gulf disaster where the Chief Council Report concludes that plans were good, bad decisions made during execution and never enough questions asked…

Have a closer look at the Prezi provided here:

Or click the Prezi link here.

Body language and the need to get it right in complex environments

Body language and the need to get it right in complex environments

10.000 kicks, times and hours

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I fear not the man who has practiced 10.000 kicks once, but I fear the man who has practiced one kick 10.000 times.

 Bruce Lee.

I don’t know when Bruce Lee said this, but it rings true in so many ways. If one practice session takes an hour there’s a dead match with Malcolm Blackwell’s 10.000 hours as a tipping point prerequisite for superior performance. So, hang in there, focus and practice … or maybe just read the book?

By the way — the quote was brought to me by Luc Limère for the Alstom AMP cards; have grouped this with future quotes from the same collection under the AMP-tag.