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Dr. Holly Latty-Mann's Blog

Archive for the ‘Personalized Leadership’ Category

Do people REALLY get what is meant by leadership development when it is marketed as a service?

  Posted by Dr. Holly Latty-Mann on October 4th, 2011    No Comments

Marketing leadership programs, coaching and consulting can be tricky. Ever notice that some people feel ashamed while others feel special to be sent for leadership coaching or development? “Maybe people will think something is wrong with me.” “Maybe they are considering me for a promotion.” It is important that coaches and leadership consultants market in a way that helps remove this stigma.  Years ago I did not always do that. I also strive to avoid the word training with leadership, although that’s a bit harder to do than it sounds.

Leadership development is all about optimizing relationships. So while it is true that leadership is also about being a visionary, if CEOs with a great vision cannot create buy-in, then they have a leadership crisis on their hands regarding their relationships with others.  No matter what the definition of leadership, success ultimately falls back on the quality of the leaders’ relationships within and beyond their corporate setting.

So, whether you are a client or vendor in this industry, how do you describe leadership development or whatever it is that you want to get out of such training (see, it’s hard to avoid that word!)? What key words do you use or look for to show the by-products of leadership services? What will it take for you to know you’ve had a successful leadership development experience?

Family Discord and Abuse: When Disrespectful, Bullying Behaviors at Work Go Unchecked

  Posted by Dr. Holly Latty-Mann on September 19th, 2011    No Comments

In my first management role a few decades ago, I had a direct report who on occasion would bully me and others.  In dire need of leadership development, I made some futile attempts to manage this problem behavior before eventually firing him. It took a lot of personal work on my part since that time to get to where I can successfully eliminate bullying behaviors while salvaging the talent for which the person was hired in the first place.

When managers do not intervene bullying behaviors, including those directed at them,  they open the door for other would-be bullies to show them and others the same disrespect. I believe if weak managers as described above were to consider some documented far-reaching consequences of what can happen when bullying behaviors are left unchecked, that may be inspiration enough for them to seek coaching or leadership development.  As a clinical psychologist who has taken over two thousand histories of former clients and patients (Duke Medical Center), I can say that it is a phenomenon that the one bullied at work may end up displacing his or her anger onto innocent others at home, work, or elsewhere.

The point is this: Managers who allow bullies their free reign of terror should consider themselves vicariously responsible for a certain amount of domestic discord or abuse, both subtle and not-so-subtle.  Such “fear-of-confrontation” managers owe it to these ultimate victims to seek leadership development for both themselves and the bully in question.  Most people who engage in what others perceive as bullying behaviors tend to deny such behaviors are mean-spirited. Indeed it is often due to low-level self-awareness or emotional intelligence. It is not an IQ thing; oftentimes the reticent manager is bright but simply doesn’t know a better way to intervene, and the bully himself or herself likewise essentially doesn’t know a better way to motivate others while managing their stress. With thousands of leadership coaches and programs worldwide, abundant resources exist not only to help hone those skills essential to managing bullies but also to help bullies out of their dysfunctional patterns.

 

Are happy people really better leaders?

  Posted by Dr. Holly Latty-Mann on February 24th, 2011    1 Comment

If we were to hold all other attributes constant, is it fair to say that happy people are better leaders? Although I consider myself a happy person, I had been considering this topic for a blog earlier this week when I signed up to participate in a study called the Happiness Project. I discovered through an email exchange that the primary investigators, who hold advanced degrees in social psychology and radiology therapy, are interested in leadership, base their studies on scientific findings and use scientific methodology. See http://www.therealsecret.net/The-experiment.html. While the question is probably more complex than it appears at first blush, are happy people really better leaders?

Al Gore’s Divorce and Leadership – What’s Love Got to Do with It?

  Posted by Dr. Holly Latty-Mann on June 6th, 2010    No Comments

Do you believe work affects home? Home affects Work? If you said, “Yes,” then chances are good you are a realist. Just ask any parent with a critically ill, injured, or disabled child – or simply sick will do. Just ask the 44-year old man who just learned that his 12-year old son is not his. Everybody has a story. When a person divorces, all that says is that there has been some emotional upheaval going on in his or her home life for some indefinite period of time. If Al Gore had been in the White House with an unstable marriage, is it fair to say it would have impacted his attention to business detail? His relationship with the President? His decision making acumen?

The real question becomes, “How can you – or HR – help your employees struggling when you may not even be aware that root cause is emanating from their personal life?” Under what circumstances is it appropriate to offer help based upon your observations that it could be personally driven that “something is not right”? What informal resources can you draw upon to offer support? Any formal ones you know about?