1. Leaders do the right things; Managers do things right. 2. Leaders focus on people; Managers focus on systems. 3. Leaders ask what and why; Managers ask how and when. 4. Leaders innovate; Managers administer. 5. Leaders develop; Managers maintain. 6. Leaders inspire trust; Managers rely on control. 7. Leaders have a longer-term perspective; Managers have a short-term perspective. 8. Leaders originate; Managers imitate. 9. Leaders have an eye on the horizon; Managers have an eye on the bottom-line. 10. Leaders are their own person; Managers emulate the classic good soldier. 11. Leaders challenge the status-quo; Managers accept the status-quo.

After almost 30 years of research I have determined that there are five essential skills that leaders must have if they are going to succeed in increasing employee engagement. They are: 1. Building Trust. Trust is an essential ingredient in increasing engagement. The first thing leaders need to know about building trust is that it does not happen just because you are trustworthy. People do not know how trustworthy you are until you demonstrate it by using trust building behaviors, and the most important of these behaviors is to trust others. We build trust by trusting others. This requires a basic belief in people… a belief that people are essentially trustworthy. After all, if you have untrustworthy employees, why did you hire them and why are they still there? 2. Mentoring. The relationship between the employee and his or her immediate manager is a critical factor in how engaged the employee will be. We have to get away from the idea that Managers cannot mentor the people who report to them. The Gallup research is very clear on this point. Employees need feedback… they need to know how they are performing, not just once a year at review time, and be…

You can bet that you find hundreds of leaders everyday, But we agree with you that successful ones are little!. Set aside one hour each day to absorb new information. Don’t let yourself be the person who is unaware of a major development or situation that needs attention. Recognize the power of questions. Stop thinking in terms of what you have to say and start thinking in terms of what you have to ask. Managers and employees will respect you for asking their viewpoints and you are likely to learn more in the process. Send powerful nonverbal messages. Consider how you can make better use of body language and how to modulate your voice for greater impact. Learn to laugh at yourself. Stop taking yourself so seriously. Whenever you say or do something foolish (and we all do), be the first to see the humour in it. Laugh at yourself in front of your direct reports, and they won’t laugh at you behind your back. Learn to speak with conviction. If you don’t sound as if you believe in what you’re saying, don’t expect anyone else to believe you. An executive once said, “Your managers and employees will never get…

Organisational Character Index (OCI) ~~~~~~~~~~~~ ~~~~~~~~ The Organisational Character Index is an instrument that is used to measure the preferences, values and decision making style of a team, department or organisation. Based on the ideas of Swiss psychologist Carl Jung, it applies the theory of “Type” to the organisation. Developed by American author and consultant William Bridges to show how the organisation can have specific preferences in four areas of opposing tendencies: *Extraversion* (E) or *Introversion *(I) The organisations focus, reality and how it gains its energy. is the organisation focused principally outwards towards markets, clients, competitors and regulators (E) or does it prefer to look inwards and focus on developing its own ideas, technology, products, it’s leader’s vision or even it’s own culture (I)? *Sensing* (S) or *Intuition *(N) How it gathers information, what is pays attention to and how it perceives things in and around it. Is the organisation focused on the here and now, understanding the details of the current situation (S) or does it look at the big “global” picture and the possibilities of any given idea or situation (N)? *Thinking* (T) or *Feeling* (F) How the organisation processes information and makes its decisions. Is the…