Into the Bluework: Collaborate. “Let the doers be the deciders” (p. 105). Asking open-ended questions, seeking minority and dissenting viewpoints, and voting before a discussion encourages collaboration and avoids coercion. Additionally, Bill Joiner’s Leadership Agility contrasts two opposing power style s: Assertive Power that takes action and speaks up; versus Accommodative Power that features demonstrating curiosity and listening to others’ opinions. Most of us have a bias towards one or the other. However, Joiner’s research finds a correlation between higher leadership effectiveness scores, and a strong balance of both power styles. In this case, the fear of a wrong decision is not preventing a confrontation with a failing strategy. Instead, that same fear is preventing any decision on any strategy. As mentioned earlier, leadership is often viewed as a collective phenomenon or process. The distributed leadership model suggests that leadership can be shared among team members. Individuals assume the role of leader when necessary to support the team and peers. This approach can only succeed if the organisational structure and culture support it. If an organisation is centred on individual leadership, distributed leadership won't work.

LEARMONTH, M. and MORRELL, K. (2019) Critical perspectives on leadership: the language of corporate power.London: Routledge. In a fast-paced age of innovation, we need new leadership strategies, starting with language. “After all, what is leadership but language?”Power Gradient. The hierarchical distance between people. Steep power gradients can stifle creativity, communication, share of voice, and variability. Let's say you decide you no longer want to eat sweets, vet at the end of a long day you are faced with a bowl of sweets. You can consider two options for self-talk. You can tell yourself you can't eat sweets or that you don't The most impactful leaders are the ones who think about how they will energize their people,” she said. “They know what makes their people feel confident and likewise what drains their energy. Rather than talking about plans or tactical objectives, they are able to link their employees’ current circumstances with some kind of opportunity or outcome that they will care about.” Organisations can undertake various activities to enhance an individual's leadership capabilities. Our management development factsheet explains how to identify development needs and how to develop leaders and managers. It turns out that immediate, positive, and certain rewards are the most powerful for establishing and maintaining a behavior.

Saying “can’t” implies there’s an external force trying to keep you from an undesired action. When you use the word “don’t,” on the other hand, the power comes from inside you. Intrinsic motivation is much more powerful in driving human behavior than compliance with an outside force. In Leadership is Language, Former US navy captain David Marquet expands on his bestselling leadership book Turn the Ship Around! and shows managers and leaders the next step in their development: how to enable their team through communication. Trust first – because people will work better, harder, and longer when they feel trusted. Create a culture where dissent is acceptable (pp. 234-235). Share of Voice is “the proportion of words attributed to each person in a conversation and is an excellent indicator of the power gradient within an organization” (p. 32). Share of voice can be indicated using a tool called the Team Language Coefficient (TLC). With this tool, individual contributions in team conversations are measurable and observable. The TLC can provide data to help a team achieve a balanced share of voice, resulting in “more team thinking and better decision outcomes” (p. 33).BAZERMAN, M.H. (2020) A new model for ethical leadership. Harvard Business Review. Vol 98, No 5, September. pp.90-97. From the acclaimed author of Turn the Ship Around! , former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. Example: “Are you sure it’s right to go?” versus the cognitively taxing (but better) “How sure are you it’s right to go?” Psychological safety is key to an organization’s success, it’s generated by actively encouraging uncomfortable perspectives and soliciting input. Leaders can consciously talk less, so that others talk more. They can admit when they don’t know things so that others can do the same. And they can exhibit vulnerability, which makes it easier for people to speak up without fear.

It can be like tossing a balloon into the air – with time, it is bound to descend,” Philpot said. “Sincerity, repetition and consistency of communication over time is what really makes the difference.” According to Marquet, the way many leaders speak and many modern workplaces function is based on the leadership model developed during the early 1900s—one that prioritized maximizing output from workers and maintaining strict control over all decisions and operations. In the fast-evolving digital age, however, organizations achieve success not through efficiency, but through adaptability, learning, and innovation. This means that rather than silence workers, leaders must now use language that encourages them to speak up.Running meetings: Vote first then discuss. This stops the anchoring effect where attendees follow the leader. If you’re running your meeting properly and divergent thinking still isn’t happening, your responsibility as a leader is to go looking for it. In Leadership Is Language, former US Navy captain L. David Marquet offers a radical playbook to empower your people and put your team on a path to continuous improvement. The framework will help you achieve the right balance between deliberation and action, and take bold risks without endangering your mission. Among other things, you'll learn: Full of compelling advice on how to lead more effectively by choosing your words more wisely' - ADAM GRANT, author of Originals and Give and Take As a statistician, Deming recognized that if greater variability in the manufacturing process meant higher costs and products that felt cheaper, the reverse must also be true: reducing variability in the manufacturing process would lower costs while producing higher-quality products. In other words, Deming's first key insight was that quality did not cost money, it saved money. This approach came to be known as Total Quality Management or Total Quality Leadership.

Ways to prevent workplace alienation include transparent communication, an open-door policy and employee recognition programs. Learning the language of leadershipDavid Marquet is the bestselling author of the 2013 book, Turn the Ship Around! A True Story of Turning Followers into Leaders and the new book, Leadership is Language: The Hidden Power of What You Say and What You Don’t, which comes out on February 4th.