1138 Posts Found

People need to be reminded more often than they need to be instructed.

Content: Quotation | Source: 43 Folders | Subjects: Communication, Leadership, Management, Training & Development

The first few months as CEO, when he/she is just starting to grasp the challenges of his/her new job, may well turn out to be the most crucial of their tenure. The key to success is to approach this time systematically. One needs to conduct an organizational assessment and build a comprehensive roadmap that can take the company in the direction he/she envision. Then he/she … [ Read more ]

Content: Online Resource | Source: Mercer Management Consulting | Subjects: Leadership, Management

Leaders are lonely, because they must think and dream about their work — all day, every day, day after day. Then they must make what they think and dream about understandable to people who haven’t thought and dreamed as deeply, or as far into the future, as they have. They must believe in the dream and in the need to pursue it, and they must … [ Read more ]

Content: Quotation | Source: Fast Company | Subject: Leadership

The great Bard’s influence has always been broad and far-reaching, but his insightful commentary on all forms of power and politics in his plays has made William Shakespeare the current darling of the management theory set. Power Plays stands out as an interesting and useful look at what Shakespeare has to teach leaders about the use and abuse of power, the skills of communication and … [ Read more ]

Content: Book | Authors: John O. Whitney, Tina Packer | Subject: Leadership

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Gallup has been researching top-performing leaders for more than 40 years. One crucial discovery has been that top performance is strongly correlated to seven main leadership activities or “demands.” Those demands are: visioning, maximizing values, challenging experience, mentoring, building a constituency, making sense of experience, and knowing self.

Focusing each leader’s growth on the seven demands can accelerate leadership development. This artcle outlines the seven … [ Read more ]

Content: Article | Authors: Barry Conchie, Jerry Hadd | Source: Gallup Management Journal | Subjects: Human Resources, Leadership

Management cannot solve strategic or operating problems without undertaking adaptive work, that for which no satisfactory response has yet been developed, no plan of action specified, no technical expertise shown to be fully adequate. These are problems that require new adaptations and the learning of new organizational roles. Adaptive work is challenging because it requires that we relinquish some of our deeply held beliefs and … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Leadership

In most organizations, most of the time, self-interest, short-sightedness, and chicanery are tumbling together with shards of loyalty, commitment, perseverance and integrity. The churning is continuous-fuelled by the dynamism of the modern economy, the restlessness and vibrancy of contemporary life, and the age-old drivers of human nature.

This is why quiet leaders reject cynicism-they see it as too simplistic. Dark-tinted glasses distort reality just as … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Leadership, Organizational Behavior

The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.

Content: Quotation | Source: Ivey Business Journal | Subject: Leadership

Machiavelli maintains that a sufficiency of virtú (virtue) allows leaders to recognize when chance has given them an opportunity, and to take advantage of fortuna (luck) by reacting quicker than competitors or opponents.

Content: Quotation | Authors: Morgen Witzel, Niccoló Machiavelli | Source: European Business Forum (EBF) | Subject: Leadership

Many agree that the true test of leadership is being able to take people in a direction where they would not go on their own. Passing that test, and enabling the organization to live another day, is never more critical than in a time of crisis. This Ivey professor has found that great leaders exhibit six types of behaviour in a crisis, and in this … [ Read more ]

Content: Article | Author: Gerard H. Seijts | Source: Ivey Business Journal | Subject: Leadership

Good decisions arise from constructive conflict. Here’s how to use debate to build a sound decision-making structure. Excerpted from Why Great Leaders Don’t Take Yes for an Answer.

Content: Article | Author: Michael A. Roberto | Source: CIO Magazine | Subjects: Leadership, Organizational Behavior

One reason that visionary leadership is in short supply today is the value our society places on one particular kind of capital–material capital. Too often the worth or value of an enterprise is judged by how much money it earns at the end of the day, or how much worldly power it gives us over others. This obsession with material gain has led to short-term … [ Read more ]

Content: Article | Author: Danah Zohar | Source: Leader to Leader | Subject: Leadership

Toxic leadership is a growing – and costly — phenomenon. Yet individuals and organizations can stop the insidious spread of toxicity, by understanding why we are seduced by the false promises of toxic leaders, and by setting up organizational defence mechanisms to counter the creep of toxicity.

Content: Article | Author: Jean Lipman-Blumen | Source: Ivey Business Journal | Subjects: Leadership, Organizational Behavior

An operational leader is someone who sees how the individual elements of an organization fit together and work to create the larger outcome. When they think about issues, the operational leader’s focus is on the systems and processes that are needed or will be affected.

These leaders serve a key role in ensuring that things get done in an effective and efficient manner.

Content: Article | Author: John Maxwell | Source: BizJournals | Subject: Leadership

This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a “teachable skill.” Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a “standard framework” for leadership transitions, based on “five fundamental propositions,” “ten key challenges,” and a … [ Read more ]

Content: Book | Author: Michael Watkins | Subjects: Career, Leadership

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There are no guarantees of success when it comes to large-scale change in complex organizations. However, a leader can substantially increase the odds if he understands the challenges of change management. This article points out that he must also know how to manage a transition, including how to establish a transition structure, build an integrated change agenda, get people on board, manage healthy attrition, and … [ Read more ]

Content: Article | Source: Mercer Delta Consulting | Subjects: Change Management, Leadership

Every leader goes through passages, significant or even transformative personal and professional life experiences. Some passages are positive; others are upsetting, even damaging. For an organization, learning how to help a leader – or potential leader – negotiate these passages will deliver lasting and satisfying benefits. As this author states, it will help an organization better recruit, measure and develop people to become leaders of … [ Read more ]

Content: Article | Author: David L. Dotlich | Source: Ivey Business Journal | Subjects: Human Resources, Leadership