Podcasts about paul hersey

Want to create a dynamic people culture at your organization? Using human behavioral research, our latest guest will help us discover how to do just that. This week on the Build a Vibrant Culture podcast, we have author Hugh Massie with us! As CEO of DNA Behavior International, Hugh has over 60,000 hours of experience and mentored millions of people, including the leaders of more than 2,500 businesses and 200,000 advisors in 123 countries to be Behaviorally SMART for achieving greater self-empowerment so they can unlock their human potential and live with meaning. Hugh, author of Leadership Behavior DNA, has also authored numerous publications on behavioral finance, human behavior, and business-related topics. Look him up!In this episode, Nicole and Hugh discuss:• How our DNA affects our leadership• 8 factors and 16 traits of DNA behavior• How being aware of others' DNA behavior can affect workplace cultureHugh's books: Leadership Behavior DNA https://a.co/d/0YTPfTKFinancial DNA https://a.co/d/2aQITqRTake Hugh's DNA assessment here: https://discovery.dnabehavior.com/talent/Sales/1226/72Find Hugh at:Linked In: https://www.linkedin.com/in/hughmassie/Instagram: https://www.instagram.com/hughmassie/Facebook: https://www.facebook.com/hugh.massieYouTube: https://www.youtube.com/@DNABehaviorOther books mentioned in this episode:The Situational Leader by Paul Hersey https://a.co/d/bT9ZczrThanks for listening to the Build a Vibrant Culture podcast! 

Today, we are joined by Dr. Marshall Goldsmith. Marshall Goldsmith is the only two-time winner of the Thinkers 50 Award for #1 Leadership Thinker in the World. He has been ranked as the #1 Executive Coach in the World and a Top Ten Business Thinker for the past eight years. Dr. Goldsmith is the author or editor of 42 books, including four New York Times bestsellers, that have sold over 4 million copies and been listed bestseller in 12 countries. His books, What Got You Here Won't Get You There and Triggers have been recognized by Amazon.com as two of the Top 100 Leadership & Success Books Ever Written. Marshall's Website :https://marshallgoldsmith.com/ Marshall's AI Bot: https://marshallgoldsmith.ai/ Marshall's Books: https://www.amazon.com/stores/Marshall-Goldsmith/author/B001ILIAKC In this episode, we learn about the incredible journey of Marshall Goldsmith, one of the world's foremost leadership coaches.  From his serendipitous encounter with Dr. Paul Hersey to pioneering the field of executive coaching, Goldsmith shares pivotal moments that defined his unique path.  Discover his insights on success, self-promotion, and the challenges faced by high achievers.  Learn the principles of an 'Earned Life' and why forgiveness and practical wisdom are key to sustained fulfillment.  This episode is a must-watch for anyone looking to understand the deeper aspects of leadership and personal growth. - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (01:36) Marshall's Accidental Start in Leadership Development (04:48) Tip: Challenges Faced by Successful People (07:03) Tip: Advice to My Younger Self (11:06) Technique: Earning Credibility Twice (15:55) Tools: The Exposure Gap and Finding Your Genius (19:07) Tip: Defining an Earned Life (22:06) Tip: The Trap of 'I'll Be Happy When' (23:59) Tool: The Marshmallow Experiment and Delayed Gratification (25:48) Technique: Forgiveness and Letting Go (28:16) Technique: Leadership by Example (32:58) Tip: The Challenge of Post-Retirement Identity (35:40) Conclusion

BONUS: Marshall Goldsmith on Leadership, AI, and Coaching for the Future In this BONUS episode, Dr. Marshall Goldsmith, the world-renowned leadership coach and bestselling author, shares transformative insights into leadership, coaching, and how AI is reshaping the future of these fields. With over 3 million books sold and recognition as the #1 leadership thinker globally, Marshall takes us on a journey through his career, his new AI project, and practical lessons for leaders at all levels. From Situational Leadership to Coaching Titans Marshall shares the pivotal moments that launched his career in leadership coaching. From collaborating with Paul Hersey on Situational Leadership to developing his revolutionary coaching model, Marshall shares how aligning his methods with results-driven outcomes has shaped his approach. “I always get paid after the results. This keeps the focus where it belongs—on the client's success, not mine.” Counterintuitive Lessons in Leadership Winning too much, overcompetitiveness, and making coaching about the leader instead of the team—Marshall uncovers the surprising obstacles that hold even top leaders back. He highlights the importance of working with great people and the discipline to focus on their growth over personal validation. And Marshall shares an insight that is critical for Scrum Masters: “Leadership isn't about proving yourself; it's about helping others succeed.” Coaching Global Leaders: The Process Having coached CEOs of companies like Pfizer, Ford, and Walmart, as well as global influencers, Marshall dives into his coaching process. He explains the importance of courage, humility, and discipline and introduces how his new AI bot enhances his coaching framework with over 3 million words of distilled leadership wisdom. “Great coaching starts with great clients. My process is about helping them achieve their potential, not mine.” The Birth of MarshallGoldsmith.AI Marshall's desire to give back led to the creation of MarshallGoldsmith.AI, a free tool designed to democratize access to leadership wisdom. We explore how the bot leverages AI for knowledge-sharing, its inherent biases, and how it's being used in real coaching scenarios. “My goal is simple: help as many people as possible by sharing everything I've learned.” How AI Will Revolutionize Leadership Looking forward, Marshall shares his vision for how AI will reshape learning and coaching. He believes AI will accelerate knowledge sharing, making insights immediately accessible and creating new opportunities for thought leaders to amplify their impact. “The future of coaching lies in immediate access to transformative ideas—AI makes this possible.” Lessons for Scrum Masters MarshallGoldsmith.AI even has advice for Agile practitioners! When asked about lessons for Scrum Masters, the bot highlighted three key principles: focus on collaboration, prioritize feedback without judgment, and build team resilience. “Listen, thank people, don't judge, and focus on actionable steps forward.” Parting Words of Advice Marshall leaves us with a timeless reflection: “Imagine you're near the end of your life and can offer one piece of advice to your younger self. What would it be? Live that advice today.” About Dr. Marshall Goldsmith Dr. Marshall Goldsmith is a #1 New York Times bestselling author, whose books have sold over 3 million copies worldwide. Ranked as the #1 leadership thinker by Thinkers50 and the #1 executive coach in the world for over a decade, Marshall has coached top leaders, including CEOs of global corporations, world leaders, and visionary thinkers. In addition to his coaching work, Marshall is pioneering the integration of AI in leadership with MarshallGoldsmith.AI, a free tool to democratize access to his decades of expertise. You can link with Dr. Marshall Goldsmith on LinkedIn and connect with him on Twitter.

É tutta colpa della Maturità professionale!Essere un Titolare di Studio Dentistico, significa essersi imbattuto prima o poi nel tentativo di motivare e guidare le proprie Persone, per scoprire poi che quell'approccio non funziona per Tutti...o addirittura per nessuno!Il motivo di tutto ciò è spiegato e risolto dalla Teoria della Leadership Situazionale sviluppata da Paul Hersey e Ken Blanchard.Questo sistema, disarmante nella sua semplicità, è estremamente efficace nel comprendere quale stile di Leadership applicare a ciascun membro del Team in funzione del livello di Maturità professionale della Risorsa. In questo episodio, esploriamo i 2 parametri che definiscono la "Maturità professionale", i 4 livelli di Maturità professionale, e come applicare i 4 stili di Leadership corrispondenti, per ottenere il miglior rendimento da ogni membro del tuo Team.Buon ascolto,AndreaGrazie per ascoltare il Podcast e restare in contatto con me!Scopri cosa può fare per Te il Sistema Operativo Profit Monday: https://bit.ly/SistemaOperativoProfitMonday Trovami sui social: FACEBOOK https://bit.ly/Andrea-Grassi-FB INSTAGRAM https://bit.ly/Andrea-Grassi-IG Segui le puntate anche su Youtube, iscriviti al canale: https://bit.ly/Andrea-Grassi-YT Scopri tutta La Verità sul Successo del tuo Studio Dentistico e sul perché fare il Dentista che ragiona solo da Professionista, potrebbe portarti alla rovina (indipendentemente da quanto lavori)......Acquista il libro "Fuori dai Denti": https://bit.ly/fuori-dai-denti

Wouldn't we all like to have a freer, fuller life?

The Situational Leadership Model was developed by Paul Hersey and Ken Blanchard in the late 1960s. The model is based on the idea that there is no one-size-fits-all leadership approach that works in all situations. Instead, leaders must adapt their leadership style to the needs of their team and the situation at hand. The model identifies four different leadership styles, each of which is appropriate for different levels of competence and commitment from team members.

In this episode of Bluegrass Beat, Kentucky Department of Criminal Justice Training (DOCJT) Instructor Ed Lingenfelter and host Critley King-Smith discuss the Situational Leadership Theory that was created in 1969 by Ken Blanchard and Paul Hersey at The Center for Leadership Studies, and how the method has been adapted and taught to law enforcement at DOCJT since 1998. During the podcast, Lingenfelter gives law enforcement and dispatch professionals a summary of the course and ways to start incorporating Situational Leadership in their work and life, starting today. For more information about leadership training at DOCJT, visit Leadership — DOCJT (ky.gov)The Bluegrass Beat is recorded and produced by the Kentucky Department of Criminal Justice Training's Public Information Office, a proud member of Team Kentucky. Like what you hear? We appreciate everyone who takes the time to subscribe and rate this podcast.Have a suggestion? Email host Critley King-Smith at critley.kingsmith@ky.gov to share feedback. Music by Digital Juice and StackTraxx.

Don Brown dedicates his career to 'helping people with people' in leadership, sales, and customer service. He has written and co-authored several books including Bring Out the Best in Every Employee - How to Engage Your Whole Team by Making Every Leadership Moment Count. Bilingual and experienced at the executive and line-level alike, you see the results of his work across dozens of industries, including brewing, automotive, airline, banking, and medical equipment. Don's speaking and coaching clients include Ford Motor Company, Anheuser-Busch, United Airlines, Harley-Davidson, Jaguar Cars, and Hilton Hotels. He cherishes his start with Paul Hersey and Marshall Goldsmith and has authored books with each; What Got You Here Won't Get You There - in Sales! with Marshall, and Situational Service - Customer Care for the Practitioner with Dr. Hersey. Don's Books: https://www.amazon.com/Bring-Out-Best-Every-Employee-ebook/dp/B009T7QOWS - Learn more about IMS and future sessions with thought leaders like Don Brown: https://ims-online.com/ Single Servings (bite-sized video clips that answer your most pressing leadership and management challenges) - https://www.youtube.com/playlist?list=PLNwWl_bClmVyp_YJxfrDJy4kGhRxaxJZm Relevant IMS Leadership and Management Articles https://blog.ims-online.com/ Connect on LinkedIn - https://www.linkedin.com/in/charlesagood/ Chapters: (00:00) Introduction (01:21) Don's background (02:22) Tool: The Leader's Protocol Model (05:09) Tool: Autonomy (06:44) Tool: Communication (11:27) Tool: Feedback (14:12) The number one leadership competency (18:20) The law of 29 (20:40) Motivating and engaging employees (25:45) Consequences (27:18) Tool: Three basic needs that motivates others (32:15) “So What Now What “reflection model (35:36) Key takeaway (37:32) Conclusion

In this episode, we recap the stages of leadership development: leading self, leading others, leading leaders, leading departments, and leading organizations.We discuss a general format for a leadership development process that can be applied at each level, and how this process correlates to the theory of situational leadership.In the upcoming episodes, we'll dive deeper into several key areas of development for leaders.Credits to Mike Green, author of “Building a Discipling Culture”, and to Paul Hersey and Ken Blanchard, the developers of the situational leadership theory.Our goal is to connect you to leaders and leadership principles from all sectors. We want your feedback! Give us a 5-star review if you like what you hear, and leave a comment. We also want to know what you want to hear about when it comes to leadership! Email us at info@jcleadershipconsulting.com LeaderLink Podcast is an ad-free product of J&C Leadership Consulting LLC, hosted by Charles Heasley and Joshua Conner. LeaderLink Podcast is produced by Charles. The intro and outro music were mixed by Charles using stock Studio One music loops. Equipment and software: RODECaster Pro mixer, MXL 990 condenser microphones, and Presonus Studio One 6 Professional. Note - the intro/outro music on episodes published before season three episode four were excerpts from the Prelude of cello suite #1 by J.S. Bach, arranged and performed by Charles.

Liderazgo Situacional segunda parte nuevamente junto al Dr. Jose González Ph.Ed desarrollamos el tema de la Teoría del Liderazgo Situacional, o Modelo de Liderazgo Situacional, y como podemos aplicar esta teoria a nuestra practica de getion de equipo de trabajo y su participantes, miembros o empleados.Este modelo fue creado por Paul Hersey y Ken Blanchard, desarrollado mientras trabajaba en la Gestión del Comportamiento.  Organizacional. La teoría se introdujo por primera vez en 1969 como "teoría del ciclo de vida del liderazgo".Tertulia de Guias Podcast. Recuerda seguirnos en:Tertulia de Guias Podcast Plataformashttps://linktr.ee/IrresponsePreguntas & Sugerencias de TemasLinkedinhttps://www.linkedin.com/company/tertulia-de-guias-podcastFacebookTertulia de Guias PodcastTwitterhttps://twitter.com/GuiasPodcastOvercasthttps://overcast.fm/itunes1529025205/tertulia-de-guias-podcastStitcherhttps://www.stitcher.com/show/tertulia-de-guias-podcastBuzzsprout Directoryhttps://www.buzzsprout.com/1304869

Liderazgo Situacional hoy junto al Dr. Jose González Ph.Ed desarrollamos el tema de la Teoría del Liderazgo Situacional, o Modelo de Liderazgo Situacional, y como podemos aplicar esta teoria a nuestra practica de getion de equipo de trabajo y su participantes, miembros o empleados.Este modelo fue creado por Paul Hersey y Ken Blanchard, desarrollado mientras trabajaba en la Gestión del Comportamiento.  Organizacional. La teoría se introdujo por primera vez en 1969 como "teoría del ciclo de vida del liderazgo".Tertulia de Guias Podcast. Recuerda seguirnos en:Tertulia de Guias Podcast Plataformashttps://linktr.ee/IrresponsePreguntas & Sugerencias de TemasLinkedinhttps://www.linkedin.com/company/tertulia-de-guias-podcastFacebookTertulia de Guias PodcastTwitterhttps://twitter.com/GuiasPodcastOvercasthttps://overcast.fm/itunes1529025205/tertulia-de-guias-podcastStitcherhttps://www.stitcher.com/show/tertulia-de-guias-podcastBuzzsprout Directoryhttps://www.buzzsprout.com/1304869

In this episode, Tricia and Gillian explore the Situational Leadership model created by Paul Hersey and Ken Blanchard; they discuss how this model helps leaders adopt different approaches based on an individual's competence and commitment.Download the model and the episode transcript here.Download the Every Little Model APP herehttps://everylittlemodel.glideapp.io/dl/6471c6Connect with Gillian herehttps://www.linkedin.com/in/gillian-dennis-mba-cvf-1a22152/https://www.inflection.cc/Read model about this model herehttps://www.atlassian.com/blog/teamwork/situational-leadershiphttps://www.kenblanchard.com/Solutions/SLII

NUGGET CONTEXT Dorie speaks about how Marshall Goldsmith (inspired by Paul Hersey) moved from being an effective Coach to start thinking about his legacy and started writing and conceiving of several initiatives including MG100. GUEST Dorie Clark is an American author and executive education professor at Duke University's Fuqua School of Business. She has recently published her 4th book - The Long Game - How to be a Long-Term Thinker in a Short-Term World. Her previous books include Reinventing You (2013), Stand Out (2015), Entrepreneurial You (2017).  She completed her Master in Theological Studies at Harvard Divinity School, and has had a career in Journalism and as a Political Speech Writer before creating a niche around helping people reinvent themselves and create compelling personal brands. She has been on the Thinkers 50 list in 2019 and 2021. She was also recently named the #1 Communication Coach in the World by the Marshall Goldsmith Coaching Leading Global Coaches Awards. Published in Jan 2022. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan 66. Vinay Sitapati 67. Ashley Whillans 68. Tenzin Priyadarshi 69. Ramesh Srinivasan 70. Bruce Feiler 71. Sanjeev Aggarwal and T. N. Hari 72. Bill Carr 73. Jennifer Wetzler 74. Sally Helgesen 75. Dan Cable 76. Tom Vanderbilt 77. Darleen DeRosa 78. Amy Edmondson 79. Katy Milkman 80. Harish Bhatt 81. Lloyd Reeb 82. Sukhinder Cassidy 83. Harsh Mariwala 84. Rajiv Vij DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

In this weeks episode of the Middle Management Podcast...One key element of leadership to note, are the situational variances. Each person on your team has a different set of needs due to personal work histories, knowledge and expertise.Work situations will also vary, from high-pressure environments, seasonal influences and general organisational change. Endeavouring to utilise a one size fits all approach to leadership will pale in significance to adopting a more flexible and adaptable approach. Taking the situational approach will do wonders for forming ongoing positive team interactions. It was Dr Paul Hersey and Ken Blanchard who coined the term ‘situational leadership' back in the 1960s, so full credit given to their work. Hersey and Blanchard advise that an effective leader adapts their management actions according to the level of the subordinate's knowledge, skills and self-confidence, and then use either a more supportive or directive leadership style.Enjoy the episode

EPISODE # 31Today's Show will cover:1. Situational LeadershipBut first: Please support us on Patreon. Go to: https://www.patreon.com/thepoliceandthepeopleAll that we ask is a $5.00 per month. This helps to pay for the podcast so we can continue to put them out for you. o   GSPCC – WHY WE DO WHAT WE DO – We want to enhance the careers of law enforcement & corrections officers everywhere. o   HOW – competitive hosting agreements, instructors that are experts in their fields, o   WHAT WE OFFER ……next class dates, hosting opportunities, leadership consultingo   Lucas's businesso   Any true sponsorsDiscussion about using SITUATIONAL LEADERSHIP Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence. With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader's style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation.ClosingIf you know someone that is looking to get into the law enforcement profession, make sure you pick up a copy of our “LAW ENFORCEMENT TEST PREPARATION GUIDE”. We have it linked on our website – GS-PCC.COM. Once there, go to the PRODUCTS & RESOURCES tab and scroll down to PREPARATION & STUDY GUIDES and you will see it. OR, you can just do a search for the book on Amazon. The law enforcement test preparation guide gives valuable insight on how to prepare for each step of a police testing process. The people who succeed at getting these jobs over their competition are the ones that are prepared. Don't get left behind. o   Make sure you subscribe to this podcast on the following platforms:§  Itunes§  iHeartradio§  Stitcher§  Spotify§  Google Play§  Alexao   Follow us on Twitter @GSPCC1o   Follow & Like us on Facebook – Facebook.com/GSPCC1o   Follow us on Instagram - instagram.com/gspcc/o   Monthly Newsletter – Go to gs-pcc.com and click on the newsletter icon in the upper, right corner of the screen. 

A few weeks ago, I was assembling a new desk in our studio. Mostly the project was going smoothly, but one pesky bolt wasn’t fitting onto a brace for the desk. The wrench I had clearly wasn’t working well for the job, but I figured I could just force it a bit instead of having to go all the way back to the garage to get the wrench I really needed. I pressed on with the wrongly-sized wrench, only to have it slip out of my fingers and slice into my thumb. This resulted in me having to stop the work, address the minor bleeding, get a bandage, and then eventually make it back down to the garage to get the wrench I should have gotten in the first place. This of course took way longer than if I had just started with the right tool. The entire rest of the assembly also slowed down since I had to be mindful that I didn’t lose the bandage and risk dropping blood on the furniture. You’ve done something like this too, right? Sometimes it’s just easier to use tool you already grabbed than to stop and get the tool you need. I fear this happens sometimes with leaders when it comes to the skill of coaching. All of us have heard about the importance of having good coaching skills. It’s an essential tool in the toolbox of every leader — one of the most important ones, in fact. It’s useful, powerful, even inspiring, when used well. But it is only one tool and, just like an actual toolbox, one tool isn’t enough for every situation. Feedback for leaders is also important. So is training. In some situations, being directive is right. Facilitation is essential when trying to surface new ideas. And of course, so is accountability when expectations aren’t met. If you go onto our website and look in the episode library, there are more than 60 categories of skills databased from podcasts episodes I’ve aired over the years. One of those categories is called “Coaching Skills” but there are a lot of others. In fact, of the over 500 episodes I’ve aired on the Coaching for Leaders podcast, only about two dozen directly address what I would call coaching skills. Don’t get me wrong…nobody is happier to see a lot more leaders appreciating and using coaching skills in recent years. Yet, I fear that I and others have unintentionally sent the message that coaching skills are critical, while other skills are perhaps secondary. After all, I’m the one who named a podcast “Coaching for Leaders”. But the podcast could be as easily be called Training for Leaders, or Management or Leaders, or Conversations for Leaders, or probably a dozen other words that would reflect the full repertoire of skills that most leaders need. This is one of the reasons I’ve always appreciated the Situational Leadership model created by Paul Hersey and Ken Blanchard. They challenge leaders to first assess the situation and then respond with the appropriate behavior. Just like you would do if tackling a house project. Determine what’s needed first. Grab the correct tool, second. If your coaching skills aren’t getting people where they need to go, it could be that improving your skills might help. But it also could be that you’re using the wrong tool for the situation. I hope that you’ll use coaching a lot as a leader. It’s a wonderful place to begin from — and it will serve you and others well throughout your career. And, I give you permission to not be so coach-like, if the situation dictates something else. Dave's Journal is available by audio on Apple Podcasts, Google Podcasts, Overcast, Stitcher, and Spotify.

Leading like Jesus means healthy leadership. Ken Blanchard has been writing and teaching about healthy leadership for a long time. In this interview, Ken shares about his youth, how he came to faith, what it was like when The One-Minute Manager became a massive success (including how it impacted his faith journey), and what it means to lead like Jesus.THIS EPISODE'S HIGHLIGHTS INCLUDE:Ken Blanchard is the Co-founder and Chief Spiritual Officer of the Ken Banchard Companies, as well as the author of Lead Like Jesus, Leading at a Higher Level, and The One-Minute Manager.“Great leaders are great because people trust and respect them, not because they have power.” Ken Blanchard wrote Management of Organizational Behavior: Leading Human Resources with Paul Hersey.Ken Blanchard wrote The One Minute Manager as a parable with Spencer Johnson, who had written children’s books.Ken Blanchard’s mission statement is: “To be a loving teacher and an example of simple truths that help myself and others to awaken to the presence of God in their lives, and to help us realize we’re here to serve, not to be served.”Ken shares how he came to faith in Jesus.Ken Blanchard explains the concept of situational leadership (SL2) and how it relates to leading like Jesus.If you use only one leadership style all the time, it will be effective sometimes and very ineffective most of the time. Leading like Jesus requires us to vary our leadership style.Our ego can get in the way of healthy leadership and in the way of leading like Jesus.Ken defines EGO as “Edging God Out.” When we surrender to God we can turn our EGO into “Exalting God Only.”To find out more about Ken Blanchard, go to www.kenblanchard.com and www.leadlikejesus.com.RELEVANT RESOURCES AND LINKS:Ken Blanchard:www.kenblanchard.comwww.leadlikejesus.comBooks mentioned:Lead Like Jesus, by Ken BlanchardLeading at a Higher Level, by Ken BlanchardThe One-Minute Manager, by Ken BlanchardManagement of Organizational Behavior, by Ken BlanchardEpisodes mentioned:Episode 65: Why Don't People Go to Church Anymore?Episode 66: The Improbably Growth of the Early ChurchEpisode 67: How the Church Lost Its Missionary Identity— Links to Amazon are affiliate links. If you make a purchase through any of these links, I’ll receive a small commission–which will help pay for the Spiritual Life and Leadership podcast!

CB Interviews Dr Frank Wagner, MCEC Frank is a member of the Association of Corporate Executive Coaches Frank has an MBA and PhD from the Graduate School of Management UCLA, where is also served as a Post-Doctoral Scholar. After starting his career teaching at Loyola Marymount University, he left teaching to enter the field of consulting. Frank's consulting career started at The Center For Leadership Studies with Paul Hersey in the late 1970's. He then became a partner and director at Keilty, Goldsmith & Boone that provided leadership Development with Fortune 100 companies. With Marshall Goldsmith, Frank co-developed the highly successful Excellent Manager Program originally for IBM, and then many other Fortune 100 Companies. Marshall Goldsmith asked Frank to oversee the design and training of coaches in using his principles and methods of helping successful leaders improve. Along with Marshall he is one of the co-creators of Marshall Goldsmith Stakeholder Centered Coaching® which has trained the largest network of coaches around the world. For the past 20 years Frank has coached many C-suite executives and senior leaders who have worked to improve their leadership behavior. Frank is a Master Corporate Executive Coach (MCEC) with the MEECO Leadership Institute.

One style of leadership does NOT fit all situations. How do you know when to be more directive? When should you shift to coaching or delegating? How do you manage your team's response to a quick shift to a directive style of leadership?  In this episode, Command Master and Chief and combat experienced EOD technician, Rick Straney offers his insights on these questions and the concept of Situational Leadership, and then puts it all into practical context with a story of a combat experience he had in Samarra, Iraq.  To learn more about this topic check out "The Chief Petty Officer's Guide". Order your signed and inscribed copy here today! Other resources include the book  "The Situational Leader" by Dr. Paul Hersey. Episode Photo: MC2 (AW/SW) Jayme Pastoric --- Support this podcast: https://anchor.fm/paul-kingsbury03/support

This episode focuses on S.M.A.R.T. goals and how to implement them in your approach to not only your company as a whole, but the development of each individual employee. NCG Coach Colin Nolan answers your questions. What do S.M.A.R.T. goals stand for? How do I know if I'm setting S.M.A.R.T. goals for my team? Listen now to find out! Situational Leadership Theory, or the Situational Leadership Model, is a model created by Paul Hersey and Ken Blanchard

A conversation with NCG Coach Colin Nolan around Situational Leadership II, commonly referred to as SL2. This is a leadership model created by Paul Hersey and Ken Blanchard, developed while working on Management of Organizational Behaviors. For those not familiar with SL2, this episode is a great way to become familiar with the language and foundational knowledge needed to implement it into the way you view and develop leaders and employees alike in your company.

This episode digs into the phases of a business launch and how it affects the founder of the business. We talk through the turning point where many business fail, some of the reasons that they struggle to succeed, and the how confidence relates to skill level within Paul Hersey's Situational Leadership Model. 

In this episode Force Master Chief Matt Harris, Naval Education and Training Force Master Chief and former director of the U.S. Navy's Senior Enlisted Academy, joins me to discuss many aspects of using your legitimate power base. We'll discuss the importance and linkage of responsibility, authority, and accountability; insights and advice on proper delegation; and how to protect yourself from risks associated with your position. We also offer additional resources you can use to strengthen this component of your leadership cutlass.  For more insights on this topics check out The Chief Petty Officer's Guide which can be found at https://www.usni.org/press/books/chief-petty-officers-guide-2nd-edition and the associated YouTube video https://www.youtube.com/watch?v=HnFhOilywXo Other resources discussed include Simon Sinek's "We Only Deserve a Styrofoam Cup" video at https://www.youtube.com/watch?v=FNf1pKRhay8 and the books "Management of Organizational Behavior" by Paul Hersey, Kenneth H. Blanchard, and Dewey E. Johnson and "Legacy" by James Kerr.  --- Support this podcast: https://anchor.fm/paul-kingsbury03/support

Cuando das instrucciones o diriges a otros ¿cuál es tu forma de hacerlo? ¿sabes que existen planteamientos teóricos que harían más efectiva tu labor? la teoría de liderazgo más práctica y efectiva nació en 1970 creada en la Universidad de Ohio por los maestros Paul Hersey y Kenneth Blanchard. Ha llegado la hora de actualizarla incorporándole elementos de las neurociencias.

Summary How do leaders create an environment where people thrive? This week we look at the importance of leadership styles in helping to bring out the best in our people.     Transcript Hello and welcome to episode 28 of the Leadership Today Podcast where each week we tackle one of today’s biggest leadership challenges. This week we’re looking at how leaders create an environment where people thrive, which is building on some of the themes from last week’s episode. When I was 15 my first part time job was at a large retailer. My job title was ‘Customer Service Security’, which sounds pretty impressive, but in practice that meant I was the person who checked bags as people left the store to make sure they hadn’t stolen anything. At that time the retailer had a garden department with its own street entrance, so it wasn’t uncommon for people to come in the main entrance, steal something, then try to make a quick escape through the garden department. Of course they had to get past Customer Service Security first. By any measure, this wasn’t a great job to give to a 15 year old, but it was character building if nothing else. Another of my responsibilities was to help people who were returning goods, checking their receipts and passing them through to a person who could give them a refund. There’s one refund that has stuck in my mind 30 years after the event. A man came into the garden department one Saturday morning carrying what looked like a stick with a black plastic bag on one end. He let me know that he wanted a full cash refund on the item. I looked at the receipt, and what he had originally purchased a full three months earlier was a bare-rooted lemon tree. You see occasionally had specials where we would sell a bunch of young trees with minimal soil around the roots which were then sealed in a plastic bag - which made it much easier than shipping and selling them than putting them in pots. But this guy had bought the bare-rooted lemon tree, taken it home and put it in his garage for a full three months - no sunlight, no water, no nutrients, no space to grow. It didn’t take a horticultural qualification to realise the lemon tree was dead. Amazingly, our generous refund policy meant the man left with a full refund, and we were left wondering what to do with a dead stick in a bag. There are a few important leadership principles wrapped up in this story. The most obvious one is that, as leaders, we need to create an environment where people can thrive. Just like the lemon tree needed to be planted in good soil, with access to sunlight, water and nutrients to thrive, as leaders we need to provide an environment where people can thrive. I’ll talk more about how we can do that shortly. The second equally important principle is that we can’t force people to be motivated and to grow - that comes from within the person themselves. As leaders it’s important to recognise that we can’t directly motivate anyone to do anything. The closest we can get is through demands and threats, which is unfortunately what all too many leaders default to. While that might lead to a short-term lift in performance driven by fear, ultimately the impact is negative on the individual and the organisation. Instead what we’re aiming for is aligned motivation. If someone shows up at your workplace, they’re motivated. As a leader our role is to uncover what specifically motivates that individual, and to help align that with the direction and needs of the organisation. We do that by creating the right environment. In summary - the person owns the motivation, and the leader owns the environment that helps to align that motivation. So how do leaders shape the environment? We shape the environment through the leadership behaviours we demonstrate - the actions we take that build the kind of environment where people can thrive. The concept of leadership styles is not new - the styles I refer to are informed by over 80 years of research by people including Kurt Lewin, Fred Fiedler, Martin Evans, Robert House, James McGregor Burns, Bernard Bass, Paul Hersey and Ken Blanchard. There are four sets of leadership behaviours or leadership styles that are particularly helpful in building a positive environment. The first leadership style is Inspiring. This involves developing a compelling vision for the work that we undertake, communicating that vision, and aligning roles and individuals to the vision. This helps to increase clarity, and it also encourages alignment. People know where we are headed, they know their role, and they can connect their own motivations with that broader purpose. This is like sunlight for the lemon tree - providing energy and a direction to grow. My own research with over 1,000 leaders demonstrated that having a feeling you’re contributing to something meaningful reduced negative stress by 31%, and increased engagement by 74%. It even increased an individual’s likelihood of staying with the organisation by a full 87%. The second leadership style is Developing. Here we’re discussing the skills and capabilities people want to develop, coaching people, providing stretch opportunities, and investing in their development. This ensures people are developing their capability, while we’re also building the capacity of the organisation. This is like watering the lemon tree - encouraging its development. Here my research saw more significant results. Where people felt they were developing in areas important to them, their stress was 26% lower, engagement was up by 60% and again the likelihood of staying was up by 87%. The third leadership style is Connecting. This is where we help connect people with others that can provide support, while we also identify opportunities to work across the organisation, build teamwork, and provide direct support and encouragement. This style helps ensure people have the support they need, while also building collaboration for the organisation. This is like adding nutrients to give that extra boost to the lemon tree. Where people felt their job provided the chance to make meaningful connections, my research showed a 22% reduction in negative stress, with engagement up 57% and likelihood of staying up 68%. The fourth style is Delegating. Here we delegate important work to people, even when it may mean a short term dip in performance. We focus more on accountabilities and outcomes, giving people greater freedom about how they produce results. This provides the individual with authority, while also enabling us to hold them accountable. It’s like giving the lemon tree extra room to grow - putting it in a larger pot, or planting it with plenty of space to spread out. Again my research showed that providing people with autonomy and freedom has a significant impact, with negative work-related stress down 20%, engagement up 52% and likelihood of staying up 55%. There are two other styles that also influence the work environment, but not always in a positive way. Directing is about telling people how to do their work, closely monitoring people, and emphasising the negative consequences of getting things wrong. There are some times when this leadership style is appropriate - it provides task clarity and control. But it does this at the cost of autonomy and personal responsibility. This one is a bit like yelling at the lemon tree - it might make you feel better, but the tree won’t take much notice. The final leadership style is Avoiding. As the name suggests, this is where a person avoids the role of being leader altogether, keeping tasks to themselves, focusing on their own job, and avoiding delegating to people who have let them down. While the individual may be productive, team productivity is likely to be low. It looks a lot like the guy who left the lemon tree in his garage so he could focus on other things. Perhaps that worked well for him, but it didn’t turn out too well for the lemon tree. The really good news is that, like any other behaviour, leadership styles can be developed. A great way to start is to assess your own leadership styles. I’ve developed a great card-sort exercise which I use on leadership programs that helps people to identify their preferred styles. And I also have a Leadership Styles Self-Assessment which I’m providing as a free gift for those who sign up for Leadership Today updates. Just head to the leadership.today website, and sign up on the Connect page and I’ll send you a link. If you’ve already signed up, have no fear - I’ll be emailing you a link shortly. I’ll be interested in how you find the assessment, and I’ll be looking forward to seeing you next week.

Was ist dran am Führungskonzept von Blanchard & Hersey?1977 formulierten Paul Hersey und Ken Blanchard ihre Theorie des situativen Führungsstils. Die Idee: Das Verhalten einer Führungskraft lässt sich in zwei unterschiedlichen Dimensionen unterscheiden: Aufgabenorientierung: Ziele, Anweisungen, Deadlines stehen im Vordergrund. Es wird deutlich, was der Vorgesetzte erwartet. Die Zielrichtung ist das Resultat.Personorientierung: Beziehung, soziale Faktoren, Wertschätzung stehen im Vordergrund. Die Zielrichtung ist die Motivation der Mitarbeitenden zu gewinnen.Beim situativen Führungsstil werden die Dimensionen Aufgabenorientierung und Personorientierung als Kontinuum verstanden, das von "sehr gering" bis "sehr stark" reicht. Aus der Kombination der Ausprägungen dieser beiden Verhaltensdimensionen gibt es vier Stile: Dirigieren (hohe Aufgabenorientierung/geringe Personorientierung)Trainieren(hohe Aufgabenorientierung/hohe Personorientierung)Teilhaben (geringe Aufgabenorientierung/hohe Personorientierung)Delegieren (geringe Aufgabenorientierung/geringe Personorientierung)Wann welches Verhalten sinnvoll ist, hängt vom Reifegrad der Mitarbeitenden ab. Dirigistisch - wenn geringe Sachkenntnis und geringe Motivation vorliegenTrainieren - wenn geringe Sachkenntnis aber hohe Motivation vorliegenTeilhaben - wenn hohe Sachkenntnis und geringe Motivation vorliegenDelegieren - wenn hohe Sachkenntnis und hohe Motivation vorliegenDas Modell klingt sehr plausibel und überzeugt intuitiv. Leider sieht es mit der wissenschaftlichen Nachprüfbarkeit schlecht aus. Die Konsequenz: denke nicht in Führungsstilen sondern entwickle deine Führungskompetenzen. Lade Dir hier die entsprechenden Graphiken herunter: Situative Führungsstile Reifegrade Was ist Deine Meinung zu diesem Führungsmodell? Poste Gedanken jetzt in die Kommentare! Folge direkt herunterladen

Coaching is gaining prominence as a key tool to help people grow and improve behavior and performance. In fact, many progressive companies are using coaching to replace the onerous performance management systems of the industrial era that no one loved and virtually did little to improve the performance of many. Our guest, Chris Coffey, is a leading leadership development expert who has made coaching a central part of his development efforts. He has leveraged the Marshall Goldsmith method and created a process that really does help good people become better. He has the facts, because his process measures the impact of coaching on behavior change. Join us as we talk with Chris on this powerful development tool that is taking over the corporate world. Chris Coffey started his career teaching Situational Leadership for Paul Hersey at the Center of Leadership Studies in the early 1980s. He later worked with the consulting firm of Keilty, Goldsmith, Boone and did leadership training at IBM, Warner Lambert, Coke, McKinsey and Company, MetLife and GE. For over 30 years, Chris has been in the leadership development world and has worked with and coached hundreds of key leaders and successful individuals – helping them develop the leadership to become even more effective. Chris's coaching style is direct and well-defined around the Stakeholder Centered Coaching Process he co-developed with Frank Wagner and Marshall Goldsmith. 

MENTOR365 #256 Las 4 formas de delegar En sus trabajos sobre liderazgo situacional, Paul Hersey describe las 4 fases del desarrollo de un empleado, que se corresponden con las 4 formas de liderar a miembros de un equipo. Conocer estas 4 formas es clave para mejorar el desempeño, la comunicación y los resultados de cada miembro. Cada persona de tu equipo está en un estadio diferente de ese desarrollo, y saber cómo comunicarte con él te va a servir para motivar y delegar más efectivamente. #MENTOR365 es el vlog diario con tips, consejos, reflexiones y acciones a realizar diariamente, durante 365 días. _______________ Notas del episodio: https://institutodeemprendedores.org/mentor256 Revisa más episodios e información de altísimo valor para tu éxito empresarial en https://institutodeemprendedores.org Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA! AHORA POR SÓLO $10 DÓLARES AL MES!! Visita https://institutodeemprendedores.org _______________ Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en: - iTunes: https://itunes.apple.com/mx/podcast/mentor365/id1330252360?mt=2 - App de podcasts en Android: http://mentor365.libsyn.com/rss - Spotify: https://open.spotify.com/show/5heHksT8rReQUXitfF1MEs - Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNet - iVoox: http://www.ivoox.com/ajx-suscribirse_jh_489076_1.html - Stitcher: http://www.stitcher.com/s?fid=162612 y seguirnos en Twitter (https://twitter.com/EmprendeLibros) y en Facebook (https://www.facebook.com/EmprendeLibros/).

Sind Mitarbeiter fähig oder willig? Es gibt eine klassische Führungssicht auf Mitarbeiter. Paul Hersey und Ken Blanchard regten seit 1969 an, Mitarbeiter in einem so genannten Reifegradmodell einzuordnen und dann entsprechend verschieden oder „situativ" zu führen.

Traits of the Highly Successful by David Rohlander, The CEO Code: Create a Great Company and Inspire People to Greatness With Practical Advice from an Experienced Executive. Studying the traints of those who achieve mightily can yield lessons for those seeking to climb the ladder of business, politics, military and research. David Rohlander has met a large number of successful people and been a high achiever in a variety of fields, and that knowledge has been transmitted in his new boo, The CEO Code. Respect and Power: Power is a real and necessary part of all relationships. Power is much like money, in that both can be used for good or evil. !e choice is yours and is dependent upon your personal values. !ere are many forms of power; let’s brie:y review a few. John French and Bertram Raven developed a useful model for power back in 1959. Our discussion is based on their views, as well as the work since the 1960s of many people, including Paul Hersey at the Center for Leadership Studies. Dr. Hersey is the originator of Situational Leadership, which he considers to be merely common sense. He also believes that leadership is simply in:uence. Power is one of the ways we in:uence others, and everyone has one or more forms of power. Power can derive from a person’s position or personal attributes. Legitimate or positional power comes from the title, position, or rank a person has in an organization. !en there are two other types or groups of power; one group is based on personal attributes, while the other is o5en referred to as formal or organizational power. Formal power may be broken into several areas that include reward power, connection power, and coercive power. Reward power is the ability to in:uence, control, or bestow rewards upon others. !is may be as elementary as assigning parking spots or determining annual bonuses. Connection power usually has political, family, or special relationships that provide the source of the power. It can be referred to as the “good old boy network,” the fraternity connection, or simply knowing people well because of your work group or discipline within a company. The last is coercive power. !is is well discussed in Machiavelli’s "e Prince. As the word coercive implies, it is the dark side of in:uencing people to do what you want them to do: “I’ve got a deal you can’t refuse.” www.DavidRohlander.com