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What is wrong with traditional leadership frameworks?

If you read contemporary Leadership Development literature, you will notice quite a few commonalities. Most of the literature focuses on personality traits and behaviors that leaders need to demonstrate on a regular basis. Some of them are quite well researched and easy to understand. Many of them also offer fairly descriptive behavioral indicators of leadership to practice. The Leadership Challenge Framework by Kouzes and Posner is one of my favorites. Not only is it one of the most well researched frameworks, the five practices of Exemplary Leadership have stood the test of time in understanding leadership as a set of behaviors to put into practice.

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In his insightful book, Leaders Eat Last, Simon Sinek delves into what makes great leaders and organizations thrive. He emphasizes the importance of trust and empathy in creating a culture where employees feel safe, valued, and motivated to perform at their best. This blog post will explore the core concepts from Sinek’s book and how neurotransmitters like oxytocin, serotonin, dopamine, cortisol, and adrenaline play a pivotal role in leadership dynamics and team performance.

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The Background

In 1981, Infosys was founded by Narayana Murthy and six other engineers with a small capital of just $250. At the time, the Indian IT industry was in its infancy, and starting a software company was a bold move fraught with challenges. The business environment was dominated by government controls, and there was little infrastructure or support for startups.

Infosys faced many obstacles, including securing contracts, navigating bureaucratic red tape, and overcoming the lack of technological resources. However, Murthy and his team believed in the power of independence — not just as a company, but as a principle that should guide their leadership and organizational culture.

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Introduction: Transitioning to a Managerial Role

The shift from being an individual contributor to a managerial role is both exciting and challenging. New managers are expected to lead teams, make strategic decisions, and drive performance. However, this transition requires a new set of skills that go beyond technical expertise. To be successful, new managers must develop a range of leadership and interpersonal skills. This blog post explores the top skills that every new manager should learn to excel in their roles.

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The Importance of New Manager Training for Organizational Success

Introduction: The Critical Role of New Managers

The transition from an individual contributor to a managerial role is a significant career milestone. New managers are expected to lead teams, make strategic decisions, and drive performance. However, without proper training, this transition can be challenging. Inexperienced managers often struggle with their new responsibilities, which can negatively impact team morale and organizational performance. Investing in new manager training is not just beneficial—it is essential for the long-term success of any organization.

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