Emile Haddad and Unraveling the Leader

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Leaders can become so in a variety of ways, but pinpointing exactly how to train an effective leader is not as simple as one might think. Naturally good leaders in the business sector can take on a variety of shapes and forms, but how they got there is hardly ever exactly the same. Some could have climbed the ranks over the years, while others may have hit their stride early and simply outshined the competition by perfectly landing their own unique niche. Whatever the case may be, finding the tools and resources to take those traits and instill them in others is not easy.

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Professional Business Coach and Consultant Emile Haddad is an authoritative expert on business planning and development, and writes that“I find the most challenging aspect of training up the leadership ranks in an organization lies in the work around emotional intelligence.” According to Mr. Haddad, “emotional intelligence tends to be much harder to teach on an individual level and embed within teams.” Why is this so difficult? Mr. Haddad ties it to three words: “honest self-observation.”

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Mr. Haddad points out that all of us have a difficult time looking outside of ourselves and how we wish to view our actions and the results of those actions. When we perform a task at work we want it to be conveyed in our own eyes as the correct and proper way. Having the ability to be subjective and critical, however, is not something we will likely embrace with enthusiasm. And yet this is one of those practices that can help us to better learn of our flaws and address them proactively, instead of looking the other way or pretending they are non-existent.

Coming to terms with our imperfections and figuring out ways to better improve upon them instead of sweeping them under the carpet is a step forward in becoming our own leader. By implementing such measures, we can become stronger and more confident and thus better torch-bearers in the future. To learn more about Emile Haddad and some of his other observations on effectively training the leaders of tomorrow, visit his website.

The Benefits of Business Bravery

“Curiosity and an attitude of openness to possibilities, ideas, experimentation and a sense of excitement tend to be underlying drivers for innovative organizations,” writes Emile Haddad, the respected Business Coach and Consultant whose perspective on the entrepreneurial spirit of today focuses on how younger companies are bolder, and arguably driven more by openness and a willing to branch out into the unknown than their more seasoned contemporaries.  New ideas and riskier moves have tended to shape much of the business landscape over the past decade.  Take, for instance, Napster.

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Napster was founded and designed by Shawn Fanning and Sean Parker, and co-founded by John Fanning.  The company began in June of 1999 as a simple peer-to-peer file sharing program, mainly MP3 music files.  Although there were many other similar programs at the time, theirs was overwhelmingly faster than anything else online.  Despite copyright infringement allegations from musicians and record labels, the service exploded beyond possibilities anyone could ever imagine, with roughly 80 million registered Napster users at its peak.  Shawn Fanning was 19 and Sean Parker was 20 years old.  Mark Zuckerberg has a somewhat similar story, and Sean Parker would go on to help Zuckerberg launch Facebook just years later.

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Albeit Napster eventually closed down its service by court order due to copyright infringement, these entrepreneurs still represented that youthful determination to push something, enhance it, and drive to inspire the overall abilities of the individual and the group with clear and conscious diligence.

Emile Haddad touches upon these sentiments quite often in his writing, stating, “Asking difficult questions of yourself and your peers requires skills that include mutual respect, encouragement of all ideas and the recognition that in every idea, even the least significant, lays a kernel of wisdom worth inquiring about and worth teasing out of the collective wisdom of the group.”

 

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Contemporary times call for contemporary approaches to business development and operations, and having the courage to dive in headfirst and lean more on bravery than caution can instill a core of ideals that hold true and reap the rewards your willingness helped forge and acquire.

Leadership in the Age of Social Media – Advice from Emile Haddad

Leaders who have spent their formative years using low-tech tools to implement their directives might find it difficult to transition to a more digitally savvy format.  After all, social media platforms are constantly evolving, and although Facebook and Twitter have been the gold standards for several years now, the public is fickle – new formats are always emerging and occasionally fading away forever.  Nevertheless, it is critical to get a handle on the digital social landscape in order to keep abreast of public sentiment. 

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“The information technology sector is one of those industries whose innovation potential, though still in its infancy, has the potential to change every aspect of life as we know it,” says leadership consultant Emile Haddad.  “To keep this edge in the face of global market competition, entrepreneurs will do well to listen more and talk less at their teams; they need to take a much more proactive role in being curious and inquiring in effective ways so they can mine the imagination of everyone around the table.”

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Social platforms play an essential role in the effective communication between not only business leaders and their teams, but also leaders and the public.  Many organizations have social media branches of their organizations as a type of marketing solution, but some of these same organizations fail to use social media for its most useful purpose – namely, to keep their brand in touch with societal whims and desires which may prove to be highly lucrative.  Social media platforms provide fruitful trend and information mining opportunities that should never be ignored, and 21^st century leaders disregard them at their peril.

 

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“We must be comfortable in pushing the edge; asking tough ‘why’ questions and exploring territories unfamiliar,” says Emile Haddad.  “Successful new discoveries bring to the market new opportunities, new industries and new investments.”

Leadership Involves Understanding the Logic behind Decisions That One Makes

You are leading a team meeting, and as you look into the eyes of your subordinates, a thought suddenly occurs to you: These individuals are quickly formulating opinions about whether you are a true leader or whether you are simply their “manager.” The two terms are quite different, particularly when the need to make a decision is at the center of the complex discussion.

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Many people who are in supervisory roles quickly discover the need to make important decisions effectively, but they often neglect the need to pay attention to the logic behind these decisions, according to Emile Haddad, a business consultant and coach. Understanding the purpose behind a decision that you plan to make will increase the chances that the decision will have a positive outcome

Knowing that you have to achieve a goal at your organization indeed is the first step toward experiencing success. Figuring out what you have to do in order to attain this goal is the next step toward success; however, many managers stop at this step. The third step that is critical in any decision-making process is pinpointing exactly why the decision has to be made in the first place. Knowing the purpose of the planned action as well as the expected outcome will enable you to determine whether the decision truly is the best option.

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People often explore the purposes of their decisions subconsciously, but they usually fail to discuss this openly, which allows for greater analysis of the decisions. Important decisions that may benefit from open discussion range from introducing a new product line at one’s company to merging with another company with the goal of maximizing one’s future profitability. When more people examine all sides of a potential decision and agree that it offers the best method for solving a problem, the chances are higher that the decision will have positive long-term consequences.