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Third Generation Leadership - Developing 3G Leaders (II)
G3 Leadership requires another element - it requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2Leader can engage only some and a G1 Leader can engage only a few. As I indicated in my last article, the question is, of course, "How do we manage down the red zone and manage up the blue zone?"

Other 2G Leader Related Articles

The Truth About Who Can Really Motivate A Person According To Your Strategic Thinking Business Coach
One of my executive coaching clients was talking with me about how complacent and apathetic his employees had become and how lackluster the company’s performance has been this year, compared to the potential that really exists within the staff. This led us into a discussion about whether a leader should be held accountable to, and for that matter, should the leader be expected to “motivate” others. And our discussion led us to agree that it is not the leader’s job to motivate the staff. What? Did that surprise you when you read that? I can imagine that a majority of readers of this article will be surprised. Now, what role does that leave for a leader in business regarding motivation? An effective leader must commit to some primary actions regarding motivation. Here are five (5) actions a leader must commit to do.

Sales Commitment and Shadow of the Leader
“You have to understand that people stand in the shadow of the leader.” This comment came from the top executive of a very large corporate client of ours. And I had to ask, “George, what do you mean, shadow of the leader? He replied, “It’s pretty simple, Tony. People will do what they see the leader do, not what the leader says.”
Leadership Strategies: Telling the Truth
Being a new leader naturally brings some anxiety and tension and of course, you want to be the perfect leader. This article gives some guidelines for creating a trusting relationship with the folks you're leading, whether you're a new leader or seasoned-expert leader.
Am I a Leader?
What makes a person a leader? What distinguishes a "good" leader from a "bad" leader? Can anyone become a leader or do you need particular characteristics and behaviours? This article considers these questions and makes some suggestions about who a "leader" really is.
Educational Leadership Qualities - 3 simple steps for achievement
In the article that follows I will discuss what it takes to be a leader. I will discuss how leaders act and also show you how anyone can be a leader. Leadership is an acquired skill and you do not have to be, born to be a leader, to be one.
Third Generation Leadership - Developing 3G Leaders (I)
G3 Leadership requires an additional element to earlier generations. It requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2 Leader can engage only some and a G1 Leader can engage only a few. In this article the first step to becoming a G3 Leader is provided.
Follow the Leader, a Web Design Philosophy
In advertising there are a few principles which translate well to web design. Principles such as product placement, putting a product close to an industry leader etc. The Principle that will be gone over today is following the leader where the idea is to have a very similar name to a well known website and have the same kind of content. Following the leader is having the same design philosophy, implementation and a product. While the finished product should have several features to make it unique, it should not be all together different. Take search engines as an example. The leader is obvious, Google, who uses a very simple set up.
Team Excellence Fourth Ingredient - A Great Leader
Every team needs to have a good leader in order to be effective. Sometimes the true leader is an informal one rather than the formal leader. Having a leader that is too strong can lead to problems. This article deals with the function of a leader in creating great teamwork.
How to Become Strong Leader
A leader is not born. A leader is created and the whole process starts inside the most dangerous place you’ll ever encounter – your own mind. How can you become a strong leader who inspires others, drives people toward excellence, holds people accountable, and instills a sense of trust? Learning what makes a great leader is your first step.
Leading from the Inside Out
A leader may or may not be appointed to head a group or organization - to be put in charge. Whether formally in the role or not, a leader makes things happen. A leader takes action. A leader doesn't say something must be done about this, a leader does something about it. Leadership is a verb, not a noun. Leadership is action, not a position. Leadership is defined by what we do, not the role we are in. We all need to be leaders, regardless of the roles we may be in.

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