A Quote by Laurie Helgoe

Introverts are more effective leaders of proactive employees. When you have a creative, energetic work force, an introvert is going to draw out that energy better. — © Laurie Helgoe
Introverts are more effective leaders of proactive employees. When you have a creative, energetic work force, an introvert is going to draw out that energy better.
.. it makes sense that introverts are uniquely good at leading intiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtious circle of proactivity.
I would assert that highly effective leaders are made more than they're born. Every leader I know who's been highly effective has worked hard at it, and they've been students of it. The more you're a student of leadership, the more you figure out what works for you and the more effective you're going to be.
Most of the people I know who work out seriously do so because they have such an amazing outlook on life. To be who I want to be, I'm going to work out to be more positive, more active. It's proactive.
I can hope that the economy gets better, or I can seek a more proactive approach to protect our employees, reward our shareholders and better service artists and fans.
The worst leaders are the once that think they have to know as much or more than the people who work with them. The best leaders are the once who know that their employees know hell of a lot more than what they know and willing to admit it whilst expressing the value of their employees.
In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.
The better teachers recognize that by freeing yourself of the rigid ego identity habit, you actually strengthen the resilient, flexible, creative ego, and you then can be more effective in helping others, and creative in whatever work you do.
It isn't effective or productive to force your employees to do anything. Choice empowers people and makes for a more content workforce.
In an economy where women now make up half the work force, we're going to have to address the treatment of pregnant employees more systemically. The passage of the Pregnant Workers Fairness Act would better protect against the discrimination pregnant job seekers face.
Some writers such as John Cheever and Raymond Carver seem to draw artistic energy from analyzing the realm of their own experiences - their social circles and memories and mores. I'm one of those who draw creative energy from the opposite.
I would admit I'm an introvert. I don't know why introverts have to apologize.
An effective leader is willing to think about what's happening and how to understand what's going on. Facilitating flow and making others more conscious of it, the leader communicates an awareness of process to the group, making them more aware of their energies and options. One important principle is to keep track of who has not spoken. ... It's also important to notice when people do speak out but are not heard. Effective leaders practice patience, reminding themselves to wait and observe, remembering that there's always more going on in a group than we're consciously aware of.
Highly effective people tend to be proactive. They decide to find a better job or to have better health, rather than of responding to whatever curves life throws at them.
In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
The exaggerated dopamine sensitivity of the introvert leads one to believe that when in public, introverts, regardless of its validity, often feel to be the center of (unwanted) attention hence rarely craving attention. Extroverts, on the other hand, seem to never get enough attention. So on the flip side it seems as though the introvert is in a sense very external and the extrovert is in a sense very internal - the introvert constantly feels too much 'outerness' while the extrovert doesn't feel enough 'outerness'.
I'm an introvert. Introverts have a huge advantage over extroverts. We can create a mission and we can act on it.
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