With Character, On Your Way To Leadership!
Credible leaders are trustworthy and have the ear of their team.
They are able to convey their message and vision because they have been accepted as the true and real leader.
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Below are the 6 best leadership and self help books that you can read right now to develop your sense of direction, find your most authentic self and achieve your goals!
Grit is nothing more than a combination of courage, passion and perseverance.
In her book Grit, Angela Duckworth interviews a series of leaders from all walks of life whose grit has helped them succeed and whose stories will surely inspire you.
In How To Win Friends & Influence People, Dale Carnegie gives practical advice on how to successfully attract people, convert their way of thinking towards our ideas, on how to be more confident, achieve more and reach your highest potential in life thanks to your relationships.
In The Little Book Of Big Lies, Tina Lifford gives helpful advice for you to build up your inner self and shares fourteen real life stories to help you move on from trauma and your past.
In her funny memoir Year Of Life, Shonda Rhimes shares her poignant life story and her journey towards personal success.
Throughout her book, she makes you laugh but also reflect on the power of saying yes, of continually staying positive and focused.
David J. Schwartz teaches us throughout The Magic Of Thinking Big to:
In The Obstacle Is The Way, Ryan Holiday employs the lessons of Greek philosophy to help you see past your failures and obstacles.
He encourages you to persevere no matter what and to apply a certain stoicism to most of your life situations.
Each one of these books demonstrate ways to achieve long term success, accomplish your dreams and figure out a solution to every single one of your problems.
To top it all off, these books also exhibit great examples of people who have remained optimistic and creative in the face of challenges.
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Copyright secured by Digiprove © 2022 These leaders have built their entire life and professional career around people by following basic principles.
Leaders understand that relationships can take you to the next level. Therefore, they tend to:
Leaders who are socially skilled avoid making complaints, condemning people, or manufacturing open and public criticism.
They understand that negative criticism generally breeds resentment.
Instead, they try to understand where the people are coming from.
Most people care about their health, self-preservation, food, sleep, money, a craving for sincere appreciation and a desire for importance…
Furthermore, appreciation does not consist in giving cheap flattery but in honest appreciation.
If you tell me how you get your feeling of importance, I’ll tell you what you are. - Dale Carnegie Click To TweetTo show people what they want and how to get it, leaders:
Influencing people is a basic and important skill in leadership.
That is why leaders who seek to increase their leadership:
They understand human nature, truly enjoy the interaction with people and do things for other people without any ulterior motives.
In addition, they remember people’s name, learn to smile and to be cheerful in their presence.
Indeed, smiling is contagious and can change an entire situation.
Being a great conversationalist starts by listening to people and encouraging people to talk about themselves.
Therefore, leaders find out the other person’s interest and start from there.
Leaders observe the rules of human relationships.
As a consequence, they obey the Golden Rule and give unto others what we would have others give unto us.
To win people over to your way of thinking, they:
How to Win Friends & Influence People by Dale Carnegie aims to educate adults into building healthy relationships and climbing up the social ladder.
Dale Carnegie shares contemporaneous and pragmatic principles that serve as guidelines for leaders who wish to network and grow their social capital.
Most of these principles are essential to life as much as the business world and will increase your skill in human relationship.
However, Dale Carnegie promotes the praising or “sucking up” game and uses the term “friend” very loosely.
That is because most of the principles are geared towards the business world and most of his examples are taken from people who have successfully implemented these principles.
Unfortunately, praises don’t work on everybody and is not a solution to all problems.
Any fool can criticize, condemn and complain – and most fools do.
But it takes character and self-control to be understanding and forgiving.Hurting people not only does not change them, it is never called for.
Dale Carnegie
Copyright secured by Digiprove © 2022 Every organization has their own culture, core values and mission statement.
Every leader has their own norms and leadership style.
Therefore, every leader demonstrates the importance of innovation and societal rules within their organisation.
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Copyright secured by Digiprove © 2022 Minimalism is a lifestyle choice that has to be maintained on a regular.
Minimalism consists in living with only what you need, removing excess and owning less.
Leaders who choose a minimalistic lifestyle are intentional about their lives.
Once you’ve gotten rid of the clutter and adopted a minimalistic lifestyle, you’ll realize how much mental load you’ve been carrying around.
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It comes a time where we feel overwhelmed by life’s difficulties and desire to simplify our lives but we just don’t know how…
Just remember, you cannot stop all these things at once.
But once you start simplifying your life, you won’t want to stop.
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Contrary to popular belief, our facial expressions are not always readable, our emotions are not that obvious and we don’t communicate as much as we think we do.
There are many heuristics and assumptions that guide our perceptions and create inaccurate interpretations of people.
Some people look at you and see what they expect to see, taking into account the stereotypes of the groups to which you belong, your culture and their past experiences with you.
Other people forme their perceptions of you using their initial impression of you.
With this assumption, first impressions are lasting impressions.
Stereotypes are the beliefs about categories of people to “better understand” them.
The halo effect is the belief that someone, with one powerful positive trait, has a lot more positive traits.
The false-consensus effect is the belief that others think and feel the same way that we do.
There are two phases of perception that exist in every interactions: Phase 1 or System 1 and Phase 2 or System 2.
Phase 1 or System 1 is the automatic and effortless ability to recognize strong emotions in someone’s facial expression and voice, to identify, categorize and interpret a given behavior, to attach that given behavior to “some aspect of your personality, character or abilities”.
First impressions are made in Phase 1.
Perception often stops at Phase 1 and people, being busy, tend to rely heavily on heuristics and assumptions.
Phase 2 or System 2 is the ability, through complex and effortful mental operations to get a complete and accurate understanding of someone, by taking into account additional factors about yourself.
This effort has to purposefully be motivated by an attention-grabbing circumstance.
The level of trust, the possession of power and the size of the ego tend have an impact on these phases of perception.
However, these distortions can be averted by understanding the circumstances and the wanted results of each interaction.
Most of the time, people are not just trying to make assumptions about you but are trying to find out unconsciously if they can trust you, especially in the workplace: are you a friend or a foe?
The decision to trust is made unconsciously in Phase 1 of perception and depends on the way that you project warmth and competence.
To increase trust to the people around you:
Having more or less power changes the impressions that we form about one another.
Powerful people tend to be overwhelmed with responsibilities and have no time to spare, to be focused on their goals, rely heavily on stereotypes to categorize people, stay stuck in Phase 1 of perception.
Furthermore, the sad truth is that powerful people don’t pay much attention to less powerful people.
To get noticed by powerful people and to increase your influence:
Perception is distorted by the size of the ego in such ways that you must come out on top, feeling good about yourself.
Your ego has the purpose of protecting and enhancing your self-esteem.
To control the way people perceive you through their ego, you will need to:
The safety and security of our personal situations also poses a threat to our perceptions of people, of our colleagues and of our career.
On one hand, the eager reward seeker looks for opportunities everywhere, are effective, risk takers, rule breakers, adventurers, optimistic, motivated, innovative and often creative.
Unfortunately, eager reward seekers are prone to fail and to underestimate problems.
On the other, the vigilant risk mitigators see danger everywhere they go, are vigilant, risk averse, reliable, thorough and deliberate, prone to analytical thinking and self-doubt.
To get the best of both types of people, simply adapt your language to each of them by making one see a potential for gain and the other a cautionary plan.
The need for closeness shapes our relationship with others.
The clingy and anxious people tend to have low self-esteem, need validation, constantly seek closeness and are worried that the people that they have built a relationship with will leave them, see injuries and slights where there aren’t, fear rejection.
To accommodate them, practise empathy, don’t take it personally, clarify your speech, stay reliable to this person.
The aloof and avoidant people don’t foster close relationships but instead maintain emotional distance.
To accommodate them, don’t take their behaviour personally, restraint your own warmth, give them time to open up.
Finally, to correct bad impressions and start over on the right track, you can exhibit attention-getting evidence of the contrary evidence of you so they can notice and cannot deny reality.
You can also force people to revisit their opinion of you by making them feel that their judgement is unfair or unequal.
Finally, you can make people depend on you and need you to reach their goals.
No One Understands You and What To Do About It by Heidi Grant Halvorson is a great self-development book that explores the prominent reasons why we are often misunderstood and gives useful advice on how to clean up our reputation, to clarify a difficult situation.
Every single conclusion that Halvorson draws is scientifically researched and illustrated with probing examples.
This book is intended for people who have made past mistakes with people and want to correct them.
It was absolutely hard to read because Halvorson revealed hard truths, reminded me of the stereotypes that pursue me on a daily basis and that keep interfering with my goals, forces me to question myself and my behavior.
In addition, this book made me more self-conscious about my presentation to the world and my decisions, more aware that first impressions are critical, that most people don’t think the same way I do, react the same I do, or perceive me the same way I do.
Furthermore, No One Understands You and What To Do About It was also cathartic and purging, helped me become a better judge of others, understand that the way people treated me in the past was not my full responsibility.
In No One Understands You and What To Do About It, Heidi Grant Halvorson explains how perceptions are born, describes a set of stereotypes and assumptions that affect how people perceive you, the different ways for correcting bad impressions and for overcoming misunderstandings.
Studies show that while very strong, basic emotions—surprise, fear, disgust, and anger—are fairly easy to read, the more subtle emotions we experience on a daily basis are not.
You are never really starting from scratch with another person, even when you are meeting him or her for the first time. The perceiver’s brain is rapidly filling in details about you—many before you have even spoken a word. Knowing this gives you a sense of what you’ve got going for you and what you might be up against. And the more you can know in advance about your perceiver’s likes, dislikes, strengths, and weaknesses, the better equipped you will be to anticipate what’s being projected onto you.The benefits of projecting trustworthiness (and the costs of failing to do so) are Enormous, particularly in the workplace. Studies show, for instance, that the willingness to share knowledge with colleagues—a sticking point in most large organizations—is strongly predicted by feelings of trust among employees.
Credibility is so difficult to acquire and to maintain but so quick and easy to lose.
Credibility is 45% how you look, 45% how you sound and 10% what you say.
In agreement with McCroskey, scholar in West Virginia University, there are five factors of credibility:
This quality is acquired when an employee has succeeded to champion the company’s vision, engage in innovation, focus on performance and results, and to build a high performance organization.
With competence, an employee is able to explain concept with the appropriate message and to calibrate a message to a specific listener.
Credibility is easily lost if someone:
This quality is acquired when an employee has succeeded to foster a climate of innovation, to foster and model the company’s values.
Credibility is easily lost if someone:
This quality is acquired when an employee has succeeded to manage workforce performance and delegate appropriately.
Credibility is easily lost if someone:
This quality is acquired when an employee has succeeded to demonstrate interpersonal skills.
Extroversion as defined in the Myers-Briggs Type Indicator (MBTI).
This quality is acquired when an employee has succeeded to passionately drive the company’s strategy.
So Smart But…: How Intelligent People Lose Credibility – And How They Can Get It Back by Allen K. Weiner is a self-development book is very relatable, accurate and was very difficult to read since I have met up with most of the scenarios and possess some of the corporate personality flaws discussed in this book.
Allen N. Weiner, in So Smart But…, provides tips on how to preserve and enhance your credibility in the workplace.
Furthermore, every argument is properly illustrated with realistic workplace scenario and is not gender biased.
According to Allen N. Weiner, to climb the social ladder, it seems that one needs to :
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