Greetings Members and Friends!
The enthusiasm and excitement is growing, as the planning for the up-coming LAMP 2007 conference continues. The response from various organizations has been wonderful, and attendance is sure to exceed all initial expectations.
Thankfully, the board of directors has approached by some of our members who are keen to lend a hand with both the organization of the conference as well as on-going GAMA Canada activities. Joining us at a recent meeting in Toronto were: Michael Tourond (Cumis), Claude Rochefort (State Farm), Anne Carey (Worldsource), Margaret Hennebury (FaithLife Financial) and Jim Wingrove (Co-operators). We look forward to the involvement and energy of our new volunteers.
GAMA Canada will be increasing its involvement with Forum magazine. A monthly article will run that will address topics of particular importance to managers. These articles will be provided by various industry writers with special insight to issues related to training, leadership, recruitment and the like.
The first piece is expected to run in the October edition of Forum and has been written by a well-known management consultant, Brian Babcock. He has also provided a piece for you enjoy now. Read on below, for his insightful thoughts on leadership and have a Happy Thanksgiving!
The Road Less Traveled
What separates a great leader from an ordinary leader
by Brian Babcock
In good times, ordinary leaders abound some even appear to excel. But as we move through periods of time blanketed by uncertainty and remembered for convulsive turbulence, even a good leader can falter.
It takes great leaders to overcome the repetition of conventional thinking and see opportunities in problems. Can we learn to be great leaders? Of course we can. The elements critical to accomplishing this are fewer than might be imagined.
Ask any group to define the characteristics of a great leader and, in 10 minutes, you’ll have a list of at least 30 traits. Of those, about half overlap and only half of the remaining 15 really matter. Those can be even further distilled to four behaviours that compel others to follow a leader:
1. Consistently making choices that respect other people
Sincere praise and acceptance is pivotal to a leader’s expression of their concern for people. Simple commendation for a job well done radiates respect and boosts the other person’s esteem. Acceptance of others can go as far as viewing mistakes as another way to learn. If failure is not based in immorality, then failure can be seen as an acceptable way to improve. Praise and acceptance then are fundamental to a leader’s expression of respect for other people. [more]
Comments or questions? Contact: Editor, Rod Burylo