AUGUST 2004
Welcome to the second issue of Leader Point ? Centerpoint for Leaders and The Points of Light Foundation's newest e-publication to give you relevant and concise information on leadership and organizational development.


By Sandra Trice Gray
Might Makes . . . Wrong:
"Forced cooperation" is still an option for people in power. But what are the after effects? Often manifestations of resentment, unhappiness and mediocre results in the form of "I did what you demanded."

Collaborative approaches, sometimes employing "softer" leadership skills, can be more efficient and provide results that appear more quickly. The passion that accompanies ownership of ideas is strong indeed. Let "teams" own the ideas and the intensity of the efforts toward the goal will be compounded geometrically. Collaboration means others feel valuable and respected . . . because they are!

This strategy also helps you, as the leader, to be more "effective" working with your team?as soon as they know that their views are acknowledged and included. Collaboration Rule: we listen more intently and more carefully once we've been acknowledged.

(These thoughts are based on an idea presented in "Collaborative Workplace Advantage" by Daniel Robin.)


According to Dominique Heau, associate dean of the new international executive MBA program at INSEAD, " . . . even with excellent training, the best leaders display certain personality traits that cannot be included easily on any curriculum."

Dominique Heau lists these traits:
?courage: not being afraid to stand up for what you believe in;
?authenticity: being willing to "state the truth and walk the talk;"
?a sensitivity to and superior awareness of the critical role of middle management; and
?combine that sensitivity with the ability to mobilize its competencies and resources.

Selected from the June, 2004 issue of Executive Update, a publication of the Greater Washington Association of Association Executives.