Why Leaders Don’t Always Play It Safe… 🎲 Leadership often means making decisions in the face of uncertainty. But here’s the thing: traditional models can fall short. They don’t account for the messy, real-world decisions leaders face every day. Enter *Prospect Theory*—a game-changer developed by Nobel Laureates Daniel Kahneman and Amos Tversky. This theory explains why leaders aren’t always acting on strict logic. Emotions and biases drive us all, even leaders. Here’s why it matters: 📉 Loss Aversion: Leaders feel losses more than gains. A CEO might take risks to avoid a loss rather than pursuing a gain. Think of someone doubling down on a struggling division to avoid a loss instead of focusing on growth. 🎯 Reference Points: Decisions are often anchored to performance targets. If last quarter’s goal was missed, a manager may take bigger risks to “make up for it.” Hit the goal? They’ll likely play it safe. 🔍 Distorted Probability: Leaders overestimate low-probability events and undervalue the common ones. This might explain why some jump on moonshot opportunities and ignore steady, reliable growth. So, what’s the takeaway? 1. Spotting biases: in your strategy means you’ll avoid risky (or overly safe) decisions. 2. Balancing risk and reward: becomes simpler when you see losses and gains clearly. 3. Building resilient teams: starts with understanding loss aversion and fostering a balanced approach to risks. Are you ready to make more emotionally regulated, decisions for your teams? Join us this Monday for our event, “Mental Health Tools for Effective Leadership.” Let’s dive into how you can reshape your leadership approach with more Effective tools. Register now and start making smarter choices. https://lnkd.in/dkvGfq6g #coaching #freemasterclasses #icf
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𝗔 𝗟𝗲𝗮𝗱𝗲𝗿’𝘀 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 𝗛𝗲𝗮𝗹𝘁𝗵𝘆 𝗛𝗶𝗴𝗵 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗧𝗲𝗮𝗺𝘀 All leaders face an essential paradox that will drive their success or become the primary reason for failure. This paradox is the need to constantly focus on developing teams that deliver on their most important tasks 𝘼𝙉𝘿 ensure a culture of trust, safety, and inclusion. In other words, successful teams balance their Results 𝘼𝙉𝘿 Relationships. Different research studies from the Neuroleadership Institute, Management Resource Group, and James Zenger show that very few leaders are perceived as being both results-focused and people-focused. These studies also showed that being seen as either results-focused or people-focused is a weak predictor of great leadership on its own. It is the potent combination of delivering results and building relationships that is the key to being perceived as effective, but few leaders are seen as doing both well. 𝗪𝗵𝘆 𝗶𝘀 𝗶𝘁 𝘀𝗼 𝗵𝗮𝗿𝗱 𝗳𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗯𝗲 𝘀𝗲𝗲𝗻 𝗮𝘀 𝗴𝗿𝗲𝗮𝘁 𝗮𝘁 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀? In his book Social: Why Our Brains Are Wired to Connect, Dr. Matthew Lieberman shares that evolution has built our brains with different networks for handling analytical thinking versus social thinking, making it difficult to be both socially and analytically focused at the same time. These two networks function as a neural seesaw. Lieberman says, “In countless neuroimaging studies, the more one of these networks got more active, the more the other one got quieter.” The findings of these research studies highlight the importance for leaders and their teams to be deliberate about finding the right balance of processes, behaviors, and accountability for delivering excellent results and establishing strong relationships. How do you maintain the balance of developing teams that deliver excellent results and build healthy relationships? Share your COMMENTS below. ⬇️ To learn more about this post read my LinkedIn newsletter article, How To Develop Teams That Build Strong Relationship And Deliver Great Results: https://lnkd.in/eVJsQ3CG Click the 🔔 on my profile to be notified when I post | Tony Gambill #leadership #management #humanresources
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𝗔 𝗟𝗲𝗮𝗱𝗲𝗿’𝘀 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 𝗛𝗲𝗮𝗹𝘁𝗵𝘆 𝗛𝗶𝗴𝗵 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗧𝗲𝗮𝗺𝘀 All leaders face an essential paradox that will drive their success or become the primary reason for failure. This paradox is the need to constantly focus on developing teams that deliver on their most important tasks 𝘼𝙉𝘿 ensure a culture of trust, safety, and inclusion. In other words, successful teams balance their Results 𝘼𝙉𝘿 Relationships. Different research studies from the Neuroleadership Institute, Management Resource Group, and James Zenger show that very few leaders are perceived as being both results-focused and people-focused. These studies also showed that being seen as either results-focused or people-focused is a weak predictor of great leadership on its own. It is the potent combination of delivering results and building relationships that is the key to being perceived as effective, but few leaders are seen as doing both well. 𝗪𝗵𝘆 𝗶𝘀 𝗶𝘁 𝘀𝗼 𝗵𝗮𝗿𝗱 𝗳𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗯𝗲 𝘀𝗲𝗲𝗻 𝗮𝘀 𝗴𝗿𝗲𝗮𝘁 𝗮𝘁 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀? In his book Social: Why Our Brains Are Wired to Connect, Dr. Matthew Lieberman shares that evolution has built our brains with different networks for handling analytical thinking versus social thinking, making it difficult to be both socially and analytically focused at the same time. These two networks function as a neural seesaw. Lieberman says, “In countless neuroimaging studies, the more one of these networks got more active, the more the other one got quieter.” The findings of these research studies highlight the importance for leaders and their teams to be deliberate about finding the right balance of processes, behaviors, and accountability for delivering excellent results and establishing strong relationships. • - - - How do you as a leader maintain the balance of developing teams that deliver excellent results and build healthy relationships? Share your COMMENTS below. ⬇️ To learn more about this post read my LinkedIn newsletter article, How To Develop Teams That Build Strong Relationship And Deliver Great Results: https://lnkd.in/eVJsQ3CG • - - - Click the 🔔 on my profile to be notified when I post | Tony Gambill Repost if you know others could benefit from this. ♻️ • - - - #leadership #management #humanresources
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𝗔 𝗟𝗲𝗮𝗱𝗲𝗿’𝘀 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: All leaders face an essential paradox that will drive their success or become the primary reason for failure. This paradox is the need to constantly focus on developing teams that deliver on their most important tasks 𝘼𝙉𝘿 ensure a culture of trust, safety, and inclusion. In other words, successful teams balance their Results 𝘼𝙉𝘿 Relationships. Different research studies from the Neuroleadership Institute, Management Resource Group, and James Zenger show that very few leaders are perceived as being both results-focused and people-focused. These studies also showed that being seen as either results-focused or people-focused is a weak predictor of great leadership on its own. It is the potent combination of delivering results and building relationships that is the key to being perceived as effective, but few leaders are seen as doing both well. 𝗪𝗵𝘆 𝗶𝘀 𝗶𝘁 𝘀𝗼 𝗵𝗮𝗿𝗱 𝗳𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗯𝗲 𝘀𝗲𝗲𝗻 𝗮𝘀 𝗴𝗿𝗲𝗮𝘁 𝗮𝘁 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀? In his book Social: Why Our Brains Are Wired to Connect, Dr. Matthew Lieberman shares that evolution has built our brains with different networks for handling analytical thinking versus social thinking, making it difficult to be both socially and analytically focused at the same time. These two networks function as a neural seesaw. Lieberman says, “In countless neuroimaging studies, the more one of these networks got more active, the more the other one got quieter.” The findings of these research studies highlight the importance for leaders and their teams to be deliberate about finding the right balance of processes, behaviors, and accountability for delivering excellent results and establishing strong relationships. How do you as a leader maintain the balance of developing teams that deliver excellent results and build healthy relationships? Share your COMMENTS below. ⬇️ 𝗛𝗶𝘁 𝘁𝗵𝗲 🔔 𝗼𝗻 𝗺𝘆 𝗽𝗿𝗼𝗳𝗶𝗹𝗲 𝘁𝗼 𝗯𝗲 𝗻𝗼𝘁𝗶𝗳𝗶𝗲𝗱 𝘄𝗵𝗲𝗻 𝗜 𝗽𝗼𝘀𝘁 | Tony Gambill #careers #leadership #management,
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𝗔 𝗟𝗲𝗮𝗱𝗲𝗿’𝘀 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: All leaders face an essential paradox that will drive their success or become the primary reason for failure. This paradox is the need to constantly focus on developing teams that deliver on their most important tasks 𝘼𝙉𝘿 ensure a culture of trust, safety, and inclusion. In other words, successful teams balance their Results 𝘼𝙉𝘿 Relationships. Different research studies from the Neuroleadership Institute, Management Resource Group, and James Zenger show that very few leaders are perceived as being both results-focused and people-focused. These studies also showed that being seen as either results-focused or people-focused is a weak predictor of great leadership on its own. It is the potent combination of delivering results and building relationships that is the key to being perceived as effective, but few leaders are seen as doing both well. 𝗪𝗵𝘆 𝗶𝘀 𝗶𝘁 𝘀𝗼 𝗵𝗮𝗿𝗱 𝗳𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗯𝗲 𝘀𝗲𝗲𝗻 𝗮𝘀 𝗴𝗿𝗲𝗮𝘁 𝗮𝘁 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀? In his book Social: Why Our Brains Are Wired to Connect, Dr. Matthew Lieberman shares that evolution has built our brains with different networks for handling analytical thinking versus social thinking, making it difficult to be both socially and analytically focused at the same time. These two networks function as a neural seesaw. Lieberman says, “In countless neuroimaging studies, the more one of these networks got more active, the more the other one got quieter.” The findings of these research studies highlight the importance for leaders and their teams to be deliberate about finding the right balance of processes, behaviors, and accountability for delivering excellent results and establishing strong relationships. How do you as a leader maintain the balance of developing teams that deliver excellent results and build healthy relationships? Share your COMMENTS below. ⬇️ 𝗛𝗶𝘁 𝘁𝗵𝗲 🔔 𝗼𝗻 𝗺𝘆 𝗽𝗿𝗼𝗳𝗶𝗹𝗲 𝘁𝗼 𝗯𝗲 𝗻𝗼𝘁𝗶𝗳𝗶𝗲𝗱 𝘄𝗵𝗲𝗻 𝗜 𝗽𝗼𝘀𝘁 | Tony Gambill #careers #leadership #management,
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Healthy Relationship = Healthy Team = Higher Team Productivity = Excellent Result A leader's great challenge is maintaining healthy relationship among team members. Every team members may have some expectations to the leader, it is normal.A leader may not always fullfill all of his followers' expectation at a time. It is also normal. however, A leader should know how to show empathic listening, how to avoid excessive argumental behaviour, how to become fair other than biased by one-sided information negatively to maintain healthy relationship in the team.Thanks Tony Gambill
𝗔 𝗟𝗲𝗮𝗱𝗲𝗿’𝘀 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: All leaders face an essential paradox that will drive their success or become the primary reason for failure. This paradox is the need to constantly focus on developing teams that deliver on their most important tasks 𝘼𝙉𝘿 ensure a culture of trust, safety, and inclusion. In other words, successful teams balance their Results 𝘼𝙉𝘿 Relationships. Different research studies from the Neuroleadership Institute, Management Resource Group, and James Zenger show that very few leaders are perceived as being both results-focused and people-focused. These studies also showed that being seen as either results-focused or people-focused is a weak predictor of great leadership on its own. It is the potent combination of delivering results and building relationships that is the key to being perceived as effective, but few leaders are seen as doing both well. 𝗪𝗵𝘆 𝗶𝘀 𝗶𝘁 𝘀𝗼 𝗵𝗮𝗿𝗱 𝗳𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗯𝗲 𝘀𝗲𝗲𝗻 𝗮𝘀 𝗴𝗿𝗲𝗮𝘁 𝗮𝘁 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀? In his book Social: Why Our Brains Are Wired to Connect, Dr. Matthew Lieberman shares that evolution has built our brains with different networks for handling analytical thinking versus social thinking, making it difficult to be both socially and analytically focused at the same time. These two networks function as a neural seesaw. Lieberman says, “In countless neuroimaging studies, the more one of these networks got more active, the more the other one got quieter.” The findings of these research studies highlight the importance for leaders and their teams to be deliberate about finding the right balance of processes, behaviors, and accountability for delivering excellent results and establishing strong relationships. How do you as a leader maintain the balance of developing teams that deliver excellent results and build healthy relationships? Share your COMMENTS below. ⬇️ 𝗛𝗶𝘁 𝘁𝗵𝗲 🔔 𝗼𝗻 𝗺𝘆 𝗽𝗿𝗼𝗳𝗶𝗹𝗲 𝘁𝗼 𝗯𝗲 𝗻𝗼𝘁𝗶𝗳𝗶𝗲𝗱 𝘄𝗵𝗲𝗻 𝗜 𝗽𝗼𝘀𝘁 | Tony Gambill #careers #leadership #management,
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UNCERTAINTY separates the GOOD leaders from the BAD! 90% of Executives Fail to Lead in Crisis!" Did you know? According to a recent Harvard Business Review study, a whopping 90% of executives fail to lead effectively during times of change and uncertainty. Sounds surprising, right? But why is this? It's simple. Most leaders struggle to maintain composure, confidence, and control when the waters are rough. And let's face it, in today's rapidly changing business landscape, the waters are always rough. So, how can you turn the tide? How can you become part of the mere 10% who succeed? Here's how: 1. **Embrace uncertainty:** Understand that change is the only constant. The sooner you accept this, the better. 2. **Communicate effectively:** Clear, honest communication is key. Be transparent with your team about the challenges ahead. 3. **Show empathy:** Understand your team's fears and concerns. Let them know you're in this together. 4. **Stay positive:** A positive attitude is infectious. It can help boost morale and motivate your team to push through the tough times. **Now, here's a question for you: How do you lead in times of uncertainty? What's your secret sauce?** Repost ♻️ if you find it useful. Follow me, Mathew Yates - CEO of The Benefit Store for more leadership insights like these! Lead differently! Beat yesterday! Be better humans
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I came across a recent Harvard Business Review article that offered some valuable insights into the core skills required to guide organizations through successful transformation. In my work with leaders in healthcare and education, I’ve seen my fair share of success and pitfalls when implementing a transformation. The article notes a whopping 96% of transformation efforts face critical challenges called turning points—ranging from external shocks like inflation to operating model issues such as the need to change technology. The article highlights the essential, impactful leadership traits needed when faced with any turning point that could derail organizational transformation. 1. Emotional Intelligence: Transformational leaders understand that their teams are not just cogs in the machine. They’re people with real emotions. Leaders who can effectively manage emotional energy within their teams foster a more resilient workforce. The article shares an example of how emotionally intelligent leaders recognize early signs of burnout, address concerns empathetically, and maintain team morale through empathy and listening. Business is personal. 2. Transparency and Communication: Open and honest communication is vital in building trust and ensuring alignment across teams. The article demonstrates that leaders who share the reality of challenges—such as financial difficulties—engage their teams in problem-solving rather than letting uncertainty fester. 3. Decisive Action: Ultimately, transformation requires action. Leaders who make swift, well-informed decisions can maintain momentum and keep transformation on track. The article notes that waiting too long to address early signs of failure can deepen issues, while decisive action helps organizations pivot and thrive. Organizational agility and resilience are essential to success in any market. How do you ensure these qualities are present in your leadership team? #ImpactfulLeadership #Transformation #HBR #OrganizationalChange
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In today's fast-paced business world, the best leaders are those who act as protectors of their teams, shielding them from the toxic elements that can undermine morale and productivity. These leaders recognize the damaging effects of: 📈 Constant change in priorities: It’s hard to hit a moving target. The best leaders provide clarity and stability, ensuring their teams can focus on what truly matters. 🏢 Bureaucracies: Red tape and excessive processes stifle innovation. Effective leaders streamline workflows and eliminate unnecessary obstacles, fostering a culture of agility and responsiveness. 🚨 False emergencies: Not everything is a crisis. Great leaders distinguish between real and perceived urgencies, allowing their teams to work methodically and avoid burnout. 🎭 Office politics: Favoritism and power struggles can erode trust. Leaders who promote fairness and transparency build strong, cohesive teams. ⏰ Unrealistic deadlines: Pressure can drive performance, but impossible deadlines lead to stress and lower quality. Leaders who set achievable goals inspire their teams to excel without sacrificing well-being. 🕵️♂️ Top-down micromanagement: Micromanagement kills creativity and ownership. Trusting leaders empower their teams, providing guidance and autonomy to innovate and succeed. By creating a positive, supportive environment, these leaders enable their teams to thrive, fostering collaboration, innovation, and excellence. They understand that a healthy work culture is not just a nice-to-have but a crucial component of long-term success. Do you agree? Have you encountered any of these challenges in your career? I'd love to hear your thoughts and experiences. Let's share our stories and insights to inspire better leadership practices. #Leadership #WorkCulture #TeamSuccess
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Leadership is rarely smooth sailing. I’ve often said there are no two consecutive good days in the life of a leader. The further you grow in leadership, the tougher your decisions become. Some have clear solutions. Others? They’re murky and filled with uncertainty. And in today’s world, uncertainty is the only constant. First, rapid changes in business have proven that the old rules don’t work anymore. Now, AI and innovation are disrupting the rules in every industry, and the ground feels less stable every day. For many leaders, the temptation is to resist these changes—to stick to what’s familiar. But trying to control uncertainty with rigid plans or outdated structures is like trying to hold back a river. You’ll lose. When leaders resist adapting, organizations pay the price: - Employee burnout and mental health challenges skyrocket. - Trust between leaders and teams erodes. - Teams disengage But there’s another way. Leaders who embrace uncertainty gain something far more valuable than control—they gain clarity, adaptability, and influence. They create environments where: - Positive change becomes possible, no matter the challenge. - Teams feel safe to innovate and share ideas. - Trust grows, even in uncertain times. The next years will bring more change. Leaders who actively invest in their people and develop new leaders will be ready. Those who don't will watch their best talent leave. _________________ If you found this helpful, repost ♻️ to share this with your network. And follow Vinnie Fisher for more leadership content. #Leadership #Leader #Growth #Innovation #Uncertainty #BeyondYourShadow
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Good Leaders Fail...(Sometimes) In the high-pressure world of leadership, the demand for quick decision-making is pervasive. However, this urgency can be detrimental. Rapid decisions may tackle immediate issues but can also typically lack in-depth analysis, potentially neglecting long-term strategic implications. Yet, by recognizing these pitfalls and implementing strategies to counteract them, leaders can navigate these challenges with confidence, ensuring sustained success. The risk of rapid decision-making is compounded by the complexity and volume of information needed to make well-informed choices. There is a pronounced danger of relying on incomplete data or unchecked assumptions in high-stakes situations. Leaders may default to gut instincts or previous experiences, which – while valuable – might not align with present realities or future needs. This approach can lead to decisions that seem sound but are riddled with overlooked risks. In environments where decisions significantly impact the organization's direction, the psychological burden on leaders intensifies. The fear of failure and the drive to perform can obscure clear thinking, prompting choices prioritising speed over substance. To counteract these pitfalls, leaders should foster an organizational culture that values strategic patience and thorough analysis over hurried conclusions. Implementing processes that encourage careful consideration, such as enhanced information flow and advanced analytic tools, can help leaders balance prompt action with thoughtful decision-making. Moreover, training leaders to manage the psychological pressures of their roles can better equip them to handle the complexities of decision-making under duress. By prioritizing the speed and quality of decisions, organizations can empower their leaders to avoid the traps of haste and ensure their choices support long-term organizational health and success. #leadership #failure #success
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