- Pushing the boundaries - at the age of 89 Jimmy Carter is taking on an issue that many people have not been talking about or do not want to talk about - the subjugation and abuse of women. He is creating a vision of a call to action around the topic and pushing for the equality of treatment of women around the world.
- Inviting others to join his cause - Carter is doing a large media blitz around his new book to push the cause and call others into to joining him. His book provides ways for others to get involved and really take a stand.
- Leading by example - he is a model of behavior as he when he was Governor of Georgia he appointed more women and minorities to his staff, major state boards and agencies, and the judiciary than all of his predecessors combined.
I saw Jimmy Carter speak last week at the Washington Post on his new book, "A Call to Action: Women, Religion, Violence, and Power." As a past President, Nobel Prize winner, and the founder of the Carter Center, Jimmy Carter is an example to me of someone who is still pushing the envelope. While you may not agree with everything that he has to say the following traits are signs to me of a great leader:
I recently attended the Hay Group's "Best Companies for Leadership" presentation at Georgetown University's McDonough School of Business. The Hay Group put out some great research (check it out here at: http://www.haygroup.com/bestcompaniesforleadership/). At this event they brought together a panel of experts, including the top company on the list Proctor and Gamble (P&G), to speak about the findings.
The head of Global Talent at P&G was impressive and as a leadership consultant I was thrilled to hear some of the best practices that they engage in to put them at the top of the list. Here is what stood out for me:
In the final section of the book Conner talks about the eighth and primary pattern of resilience. The resilience people show during change usually is from the ability to remain relatively calm in unpredictable environments and maintain their productivity and quality standards even during times of change. So what do they do to increase their resilience? Well Conner says they do two things: 1) they increase their ability to assimilate change by teaching themselves and their people the dynamics of change and how they can manage it; 2) they plan and prepare how they and their people will be affected by change so that when it happens it doesn't disturb them as much.
Conner says that resilience is seen by how people respond to stress and suggests that there are two kinds of people - the danger-oriented or opportunity-oriented people and that no is wholly one or the other, but fall on a continuum between the two.
The next support pattern, synergy or the how well people relate to each other during change, is the subject of the next two chapters. Conner says that when attempting a change you need to look at the relationships between sponsors, advocates, and targets. He says there are three types of relationships:
Monica Thakrar has over 18 years experience in business focused mainly on strategy, change management, leadership development, training and coaching resulting in successful implementations of large scale transformation programs.