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Inclusive leadership is about fostering an environment where all people, including leaders, are growing and evolving together. Doing that requires three things:

Creating genuine inclusive environments where leaders allow employees and customers to influence the future.
Redefining accountability metrics for how we measure and reward high performance cultures.
Placing inclusive leadership in the center of growth — in corporate strategy and transformation.
This is not where most inclusion initiatives are placed. Most of them are viewed as cost centers — fringe activities associated with compliance, representation and reputation management — rather than profit centers that enable sustainable growth through opportunities previously unseen.

Via David Hain

Mom told us breakfast was the most important meal of the day. Andrew Carnegie told us that “if you want to be happy, set a goal that commands your thoughts, liberates your energy, and inspires your hopes.” There is some debate these days over whether breakfast is so important, but there is no debate about goals.

There are a number of qualities that confident, servant leaders share. 

 

1. They Admit Being Wrong

 

The conceited leader that proclaims his position and disregards differing points of view is a leader that will have few followers, mostly out of fear and intimidation. Typically, they know they're right, and they need you to know it too.

 

But truly respected servant leaders are quite secure in admitting when they're wrong and made a mistake, or don't have all the answers. 

 

And they will back down graciously when being proven wrong. To them, it's more important to find out what is right than being right.

 

Via The Learning Factor

What keeps you up at night? It’s a question we’ve heard posed in nearly every panel and senior leader interview conducted in recent years, and as a result, it has become tiresome and rote. But I believe the effect of this query is more pernicious than simply boring — stay awake long enough to think it through, and you’ll recognize its essentially negative nature. The question assumes that leaders are in the habit — indeed, that they have a responsibility — to let worry pervade their every hour, even those precious few required to refresh, balance, and sustain human effort.

That’s why it was bracing to hear the chief economist of a global bank describe how his CEO responded to this question at a recent meeting of senior employees. “I’m sick of that question,” the CEO had said. “Besides, it misses the point. More important is: What makes me leap out of bed in the morning?”

Via David Hain