What does it take to fuel human-centered performance? In this episode, Jeannie Diefenderfer gives you what she found after conducting the Higher Ambition Leadership Alliance 2022 Study on How Human-Centered CEOs Fuel Performance. As a business leader who turns the challenges of modern corporations into profitable opportunities and with extensive experience as a senior executive in a Fortune 20 environment, Jeannie understands how to transform operations to focus on fueling human-centered performance within organizations.
Fueling Human Centered Performance
07:11
Using curiosity in leadership. Once people realize you have a genuine interest in what they have to do, they are more than happy to tell you.
09:21
How to create self-regulating teams, with high performance expectations.
11:37
Asking questions like, why do you lead the way you do, or what makes you operate the way you do?
13:13
How authenticity and vulnerability are deeply embedded in human-centered high-performance leaders.
19:19
Connecting at the very foundational level as humans taught us a great lesson in taking away the mundane and the superficial and really boiling everything down to what matters.
22:49
The generational gap between leaders on a 5 day work week in the office.
25:59
Shifting from power, status, authority and influence which kind of forces us to believe that we must have all the answers to do this to acknowledge that we don’t have all the answers. And in fact, respect comes from the younger generation when they interface with people who are honest about the fact that they don’t have all the answers, and want you to also come into play in solving the problem to function more as co-creators.
32:31
A practical thing every leader can do to fuel performance is challenge your team to expand their definition of who is a stakeholder. And expand the definition of who and what our business affects in the world to transform the lens we see this through.
36:10
What are some best practices for learning about how people manage tensions?
37:34
Conditioned to recognize success as a result of being busy and not as a result of being purposeful and focusing on outputs rather than activity.
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