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Leadership Qualities


Cultivating Qualities of Exceptional Leaders

Regardless of biological predispositions and genetic makeup that influences behavior; exceptional leadership qualities can be acquired and applied for producing organizational success. There are many ways for leaders to be exceptional and successful within their organizations. Virtually every leader or manager has the capacity to acquire new leadership skills and capabilities for achieving success. Listening is an extremely important leadership development skill. In this regard, L.E.A.P.S. can offer your organization an above-average value proposition to elevate your leadership skills and abilities



 
Methods to Improve Listening Skills

Burley-Allen (1995) makes reference to communications guru, Dr. Ralph Nichols.

In researching these authors, it was discovered that they cited Dr. Ralph Nichols's studies, which show that we devote 40 percent of our day to listening, yet, his tests revealed, [sic] listen at only 25 percent efficiency.  We at L.E.A.P.S. are therefore led to conclude that training our listening can be improved so that we listen at level 1 more often (p. 120).


This led us to seek what we would term as "nuggets" from some of our literary resources encountered. One such nugget was the conceptual understanding of "nexting." Stewart (2012) describes nexting as "The most important single communication skill" (p. 18). Stewart (2012) further notes, "Whenever you face a communication challenge or problem, the most useful question you can ask yourself is, "What can I help to happen next?" (p. 18). Emanating from this insight, we reflected on such communication nuances such as encouragement and dialogue. Specifically, Stewart (2012) in correlating these two nuances writes,


Dialogic listening also requires a special form of encouraging. Basically, instead of encouraging the other person(s) to "say more," you're encouraging him or her to respond to something you've just put on the potter's wheel in response to something he or she has just said. So your encouraging is a "nexting" move; it actively and relevantly keeps the collaborative construction process going (p. 202).


L.E.A.P.S. research has led us to postulate relationships among improved listening, nexting, encouragement, dialogue and collaboration. This inference seems to be consistent with what Petersen (2007) refers to as "real listening."  According to Petersen (2007), "Real listening gets us inside each other and there seems to be something in such human connection that touches and changes us" (p. 7). In other words, real listening connotes some form of nexting, as well as dialogue through encouragement and collaboration.

References

Burley-Allen, M. (1995). Listening: The forgotten skill. (2nd ed.). New York: John Wiley & Sons, Inc.
Petersen, J. C. (2007). Why don't we listen better? Communicating & connecting in relationships. Portland: Petersen Publications.
Stewart, J. (2012). Bridges not walls: A book about interpersonal communication. (11th ed.). New York: McGraw-Hill.

L.E.A.P.S Coaching for Meeting Unique Needs of Each Leader

A leader's ability to thrive in their own corporate culture is largely related to receiving the appropriate support for accessing and developing their unique gifts. Because every person and every organization is unique, the leadership qualities that may be important for success in one environment may be quite different from another.


 
Through careful analysis of leadership qualities, habitual patterns of behavior and organizational needs, L.E.A.P.S. provides individual coaching, leadership training and consulting to support exactly what is needed to achieve optimum performance and results in each client's particular corporate culture.

L.E.A.P.S. works with you individually or as a leadership team to identify your particular strengths and reinforce them; we will also uncover and work to address any "blind spots" which may be limiting your personal or  organization's vision and effectiveness.