CPG & Associates’ Post

Ask ten leaders, and you might get ten different answers to the question “What do you think is the most important quality in a leader today?” Here’s a characteristic to consider: CURIOSITY Curious leaders ask questions and engage with their teams. Curious leaders are okay with failure, as long as they learn from it. Curious leaders constantly want to improve — both their organization’s output and the organization itself. Curiosity is a particularly helpful character in times like we’ve endured lately, when nothing seems permanent or stable. They can adapt quickly and take to innovation adroitly. I work with a lot of curious leaders in my role as an A&F recruiter and Managing Partner, and curious leaders tend to hire curious employees, too. The question is, are you a curious leader? Could you be more of one?

A big part of biotech leadership is dealing with the unexpected, both good and bad. This article does a great job breaking down four possible responses: 1) Lean In (act) 2) Lean Back (analyze) 3) Lean With (collaborate) 4) Don't Lean (pause) It's helpful to think through which response comes most naturally to us...and which one we need to more intentionally embrace!

This story resonates with me as a manager of people. Curiosity is a crucial trait for leaders. Really, it's a crucial trait for anyone who needs to collaborate with others! This story also resonates with me as someone who lived a similar experience as Noah. I have been in a situation in the past in which I was not a high performer. While I've definitely reflected on my part in that and learned, I also can see how lack of support effected my ability to do my job at the level to which I was accustomed. If there are people struggling, then get curious. Be open to the hard feedback. Don't assume a "low" performer doesn't care about their job or is unqualified. Not meeting expectations could be an indicator of problems with culture, processes, tools, etc. https://lnkd.in/gMJNugJQ

How do you get to the unfiltered truth? Trying to find out what is really happening on the ground is always challenging for business leaders, and it is an obstacle that can be addressed by changing the way leaders approach the challenge. It can be quite intimidating to ask junior team members about their experiences on the job because their responses could point to problems and issues that might seem complex and difficult. And yet, really understanding what is going on in a business is critical to making good decisions. Delegating the process can work if a culture supports honest feedback and genuine listening. However, many don’t. So here are my three tips. 1️⃣ Ask simple questions 2️⃣ Listen intently to the answers 3️⃣ Let people know you have listened, step back, take a moment and then go back with clear answers and invite dialogue. Not sure how to make that happen? Feel a bit awkward? DM me, and we can devise a simple plan to unlock the unfiltered truth so you can make better decisions.

Why Visionary leadership fails? This article's content (2019) is still valid. There is a continuous misalignment between the ORG's vision with its strategies, tactics and operations. EVERYONE within an Organization should be aligned to the ORG's vision. Otherwise, leadership will fail & consequently the ORG's vision will not be achieved. A Critical Success Factor is the role of the Servant Leader, who need to guarantee that the following occurs: -Leaders establish and communicate vision and goals clearly -Leaders should actively engage employees and other stakeholders, permanently -Leaders must leave the traditional open-door policy, in which the people can come to their office anytime. Rather than that, they MUST break the chain that has locked them to their desk and walk down to see what is actually happening. They need to have open minds to observe the work (without judgement, BIAS or assumptions), actively listen from others. That way, they will be removing barriers with their teams and will create more EMPATHY between leaders and teams -Leaders should encourage shifting from a pathological culture to a generative culture. Those in a pathological culture live in a state of fear – fear of failure, fear of speaking up, fear of being fired, fear of being blamed, fear of presenting a novel idea. -Leaders should foster experimentation by creating structures in which if you do experiment, you are able to fail fast and adapt quickly to change course -Leaders should motivate and inspire the creation of resilience patterns and facilitate institutionalization of continual daily improvement at all levels within an Organization. Is your Organization's vision aligned with your strategies, tactics and operations? #leadership #servantleadership https://lnkd.in/e2iw5Qf4

🌟 Dive into the secrets that propel remarkable leaders to success! 🌟 🚀 Curious about the distinguishing traits that propel leaders to greatness? Let's uncover five game-changing habits they swear by: 1️⃣ Masterful Time Mastery: Picture-perfect leaders grasp the power of every ticking second. They orchestrate their tasks, master delegation, and seize each moment to propel their vision into orbit. 2️⃣ Eternal Learning Quest: The quest for growth is an unending voyage for these leaders. They voraciously devour knowledge from books, mentors, and adventures. Their hunger for learning keeps them soaring high above the rest. 3️⃣ Crystal-Clear Communication: Unlocking success hinges on communication prowess! These leaders are maestros of expression, adept at voicing ideas, listening intently, and nurturing open dialogue within their circles. Clarity sows the seeds of unity and amplifies productivity. 4️⃣ Unbreakable Resilience: Challenges are mere stepping stones for triumphant leaders. They view setbacks as springboards for evolution, rebound from failures with gusto, and keep their gaze firmly fixed on the distant horizon of their goals. 5️⃣ Championing Empowerment: Authentic leaders aren't just at the helm; they're enablers of greatness in others. They cultivate an environment steeped in trust, mentorship, and accountability, empowering their team members to flourish and unfurl their wings to the fullest. 💡 Whether you're steering a team or navigating the path to personal triumph, embracing these habits sets the stage for a grand journey. Which habit strikes a chord with you the most? Let's hear your reflections below!

The absolute best way to think of motivation is not normal. The best part, you can do it now. Old way: Summon willpower. (Dramatic music, clouds part.) New way: See that motivation naturally ebbs and renews. Motivation is not an on/off button. Motivation is better thought of as a skill. The skill is to generate interest. That's what researcher Susan Fowler recommends. When we experience interest, it carries us through natural dips in motivation. One of the strongest ways is to align your situation with an important purpose. Two strong leader practices Write a slogan together how your project helps. Use it in conversations, talks, meeting agendas. Small Group Discussion: Talk about your favorite customer. What it feels like to help them. How does that influence your day? 💎💎💎💎 I'm Robbin Christianson. I grow people and processes to deliver big wins. Systems and science to engage teams, customers and stakeholders. I share practices for strong leaders. I took my team from $0-$34M in 5 months and rocketed the influence of our program. Follow me. Repost if this post would help someone in your network become a strong leader. It also would make my day. 😎

The three most powerful words a leader can say: "I don't know." Imagine a critical strategy meeting. The room buzzes with tension, eyes locked on the leader. A complex challenge is on the table, and everyone expects answers. Then, a pause. The leader looks around, draws a deep breath, and admits, "I don't know." But follows it up with, "Let's find out together." In that moment, something shifts. The team, initially surprised, starts to engage more openly. Ideas that were previously held back are now voiced. A junior member suggests a fresh approach that hadn't been considered, leading to a solution that significantly improves the project's success. How would you react? No, this "I don't know" is not a sign of weakness. It's a powerful catalyst for trust. It tells their team that it’s okay not to have all the answers. It fosters a culture of learning and collective problem-solving. Dear leaders, embracing "I don't know" can be your strongest move. It invites collaboration, sparks innovation, and drives your team forward. 💬 What patterns of admitting "I don't know" have you noticed among leaders? What has been the impact? #GrowthMindset #EmotionalIntelligence #Collaboration #Teamwork #LeadershipDevelopment

Want to perform like an Olympian in your business? My aussie friend Dr Kirsten Peterson (with 20+ years working with Olympic athletes) is hosting a session on the High Performance Mind. You can attend complimentary. She's trying out some new ideas so join her upcoming roundtable discussion. Simply give her a thumbs up in the chat below.

A great email from CASE this morning on the traits of great leaders. Would you add or change anything you see here? Authenticity. Be the best version of yourself—competent, trustworthy, inspiring, and a good communicator. One way to work on this attribute is to ask peers for feedback on your job performance. Curiosity. Imagine the future and look at situations from the angles of different stakeholders. To become more curious, be open to new experiences and ask yourself, “what could we be doing?” Creativity. Leaders don’t have to come up with all the great ideas—they create environments that nurture creativity in others. Welcome varying opinions—you’re more likely to get interesting results when different viewpoints collide. Resilience. This trait requires leaders to recognize the fluid nature of situations and see alternate paths when the team or project is getting off course. To build resilience, try taking on projects where the odds of success are against you. Empathy. Leaders need to understand and connect with team members to build a supportive environment. Seek out others with different backgrounds and learn about their perspectives. Ask team members about their work preferences, the pressures they’re under, and their strengths and weaknesses. #Leadership