Mindfulness is trending in the business world, but that doesn't mean every manager has bought in. The biggest obstacle to changing corporate culture is getting leaders to see the value of such programs. I know about this challenge first-hand, as we recently added a new global mindfulness program at SAP.
This is the second part of the 3 Myths of Leadership Development series. Myth #1 - "leadership is knowledge" considered how truly effective leadership development models go beyond knowledge transfer and focus on putting that knowledge into practice. In part 2 of the 3 part series, the myth about who should engage in leadership development is explored.
Women get boxed into the role of implementer, executing someone else's agenda. Successful corporate women excel at minding the details and getting things done--the ideal person to have reporting to you. The trouble is she gets seen as the reliable doer but not strategic enough to lead across the enterprise.
I have spent many years working with, observing, teaching and coaching leaders. I have also heard many stories from employees about leaders they have loved to work for and those they have not enjoyed as much. There are some key themes that I have observed in leaders who are highly effective and get the best from people they work with.