Leadership Is Language: The Hidden Power of What You Say and What You Don't

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Considering the distinction between individual leaders' styles and leadership as a process, two types of activities are required: In one experiment, 129 Jewish Israeli students were asked to rate their level of support for the statements "I support the division of Jerusalem" and "I support dividing Jerusalem." When the statement used nouns (division), participants reported less anger and increased support for concessions. Further, when asked how angry they would be if the policy were adopted, anger was tempered when the question relied on nouns. The “decision-makers” should not be the “decision-evaluators.” This avoids over-attachment to a decision, known as escalation of commitment (pp. 155, 156). Chunk it small, but do it all – means setting a specific time period for the upcoming redwork. Shorter bursts of redwork are effective learning experiences when uncertainty is high. As certainty increases, people can work in longer chunks of redwork. Planning to chunk redwork into small pieces also avoids attachment to decisions and the continuance of erroneous work (pp. 146-147).

Leadership Is Language: The Hidden Power of What You Say--and Leadership Is Language: The Hidden Power of What You Say--and

From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. Good book with lot of insights, using right language is critical in leadership. Good set of right vocab to help drive teams to thrive and deliver.One of the key strengths of the book is its emphasis on the importance of language in leadership. Marquet highlights the power of words, tone, and framing, demonstrating how they can either reinforce hierarchical structures and limit employee empowerment or foster a culture of engagement and accountability. He provides actionable strategies for shifting from a "leader-follower" model to a "leader-leader" approach, where employees are encouraged to think and act independently. There are several critical areas where the language you use as a leader affects morale, operations and even employee retention: On the process, not on the person – because focusing on the process prevents defensiveness about past behaviors and personal characteristics. Ask: “What improvements could we make to the process?” (p. 205). It's unclear why nine minutes passed before this conversation finally took place. Either way, when it was activated, the blowout preventer did not operate properly and failed to seal the well. The subsequent investigation revealed problems with the assembly and maintenance of the device, including dead batteries and mis-wired coils. The delay in attempting to seal the well may have been a contributing factor to the disaster. With the well unsealed, the oil and gas mixture was able to flow rapidly to the platform, feeding the existing fire. Eleven people died. Over the next four hundred days, 5 million barrels of oil spilled into the Gulf of Mexico, making the Deepwater Horizon oil spill one of the worst environmental disasters in history. How the new play of COMPLETE chunks the work for incremental improvement (not continuous improvement)

Leadership Is Language Book - David Marquet

AZIZ, H. (2019) Why is humility so relevant for leaders and can it be developed through coaching? Strategic HR Review. Vol 18, No 1. Reviewed in In a Nutshell, issue 85.

If one person’s ideas seem off, run The Collaborate Play. The leader should “recognize and celebrate the divergent thinking” that “could be the source of innovation and improvement” (p. 261).

Leadership Is Language: The Hidden Power of What You Say and

What if things had things gone differently for El Faro? Here is the story, retold as if Marquet’sNew Playbook had been in operation. Aboard the El Faro: MOLDOVEANU, M. and NARAYANDAS, D. (2019) The future of leadership development. Harvard Business Review. Vol 97, No 2, March. pp40-48. All hands" is an old nautical term referring to getting every crewman up to pull on a heavy line. It was, literally, about using your hands. Another standout aspect of the book is its exploration of the role of questions in leadership communication. Marquet argues that asking the right questions can lead to better problem-solving, increased employee engagement, and a stronger sense of ownership. He introduces the concept of "intent-based leadership" and provides practical techniques for engaging employees in meaningful dialogue and decision-making. To build an enduring great organization, requires disciplined people, disciplined thought, disciplined action, to produce superior results, and make a distinctive impact in the world.The concept of management that emerged in the nineteenth century focused on command and control principles. Managing entailed planning and implementing strategies, tactics, and policies from the top down. Later studies made a distinction between "managing tasks" and "managing people." Managers need to influence people to achieve objectives, which is a leadership skill. In this conversation with LBC Presenter Matthew Stadlen, Marquet shows managers and leaders how to enable their team through communication.