• Leadership Bit 1, First Impression: People are capable of getting a reasonably well idea of another person within 30 seconds. Use this first impression to position yourself and to deal with the wishes your audience may have. Ask yourself: What impression do you make? What do you wear, how is the tone of your voice, do you keep eye contact, do you have an accent, what is your mimics,...?
  • Leadership Bit 2, Role Models: Who do you think is a good leader? Have you ever thought about who you follow? First, make a list of these people. Second, make a list of characteristics that are specific for these people. What did you list? Let us know here!
  • Leadership Bit 3, Giving Feedback: Effective leaders provide motivating feedback to their peers. A good method to do so is the SBI method: Situation – Behavior – Impact (SBI). With this feedback tool you describe your observation of specific situations (S) and behaviors (B), and then outline the impact (I) that these behaviors have on others. This structure helps to understand precisely what you are commenting on, and why. And when you outline the impact of behavior on others, you're giving the chance to reflect on actions and what needs to be changed. © The Center for Creative Leadership
  • Leadership Bit 4, 10 tips on setting goals for others: Effective leaders know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve these goals; they also know how their team fits into the big picture. A team is motivated when a leader articulates his or her vision for a project or for the organization, along with the steps – or goals – needed to achieve it. But how to set goals for others? Here is a 10-point checklist:
    1. Are the goals specific?
    2. Are they challenging? (Offer training, if skills are lacking)
    3. Who sets goals? (People who set their own goals are more committed)
    4. Is the time horizon appropriate or does it foster short-termism?
    5. Have you articulated acceptable levels of risk?
    6. How might the goals promote corrupt behaviour?
    7. Can they be tailored to individual abilities?
    8. How will they affect culture?
    9. Does affected staff have intrinsic motivation?
    10. Consider whether learning would be a better target than performance
    © Adapted from “Goals Gone Wild”, Lisa D. Ordonez, Maurice E. Schweitzer, Adam D. Galinsky, Max H. Bazerman; Harvard Business School.