175 Posts found for Source: Leader to Leader

Future leaders will define diversity management as “making quality decisions in the midst of differences, similarities, and tensions.” This definition will allow them to deal with all kinds of discussions involving differences, similarities, and tensions and to see themselves as engaged in diversity management.

Leaders cannot help becoming aware of the craft’s ability to assist in unraveling and creatively conceptualizing complex situations. As a result, they … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Diversity, Management

The inability of leaders to see the systems and patterns of interdependency within and surrounding our organizations threatens our future. Many big problems that could be solved are sitting there unsolved because of this failure.

Content: Quotation | Source: Leader to Leader | Subjects: Leadership, Vision

Leadership is a matter of how to be, not how to do.

Content: Quotation | Source: Leader to Leader | Subject: Leadership

Our research on goal setting and our experience in coaching have helped us better understand the dynamics of what is required to actually produce positive, long-term change in behavior. We believe that the lessons executive coaches have learned in helping their clients set goals apply to leadership development in a wide variety of settings. Whether you are a professional coach, a leader coaching your direct … [ Read more ]

Content: Article | Authors: Kelly Goldsmith, Marshall Goldsmith | Source: Leader to Leader | Subjects: Organizational Behavior, Personal Development

Successful people tend to have a high need for self-determination. In other words, the more leaders commit to coaching and behavioral change because they believe in the value of the process, the more likely the process is to work. The more they feel that the change is being imposed upon them–or that they are just trying it out–the less likely the coaching process is to … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Change Management, Organizational Behavior

Managers often confuse two terms that appear to be synonymous but are actually quite different: simple and easy. We want to believe that once we understand a simple concept, it will be easy to execute a plan and achieve results. If this were true, everyone who understood that they should eat a healthy diet and exercise regularly would be in shape. Our challenge for getting … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Change Management, 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

Answers are a finite game played within boundaries, rules, and expectations. Questions are an infinite game; they play with the boundaries, they define them. Great leaders are called by great questions.

Content: Quotation | Source: Leader to Leader | Subjects: Leadership, Miscellaneous

Today business, politics, education, and society in general are driven by four negative motivations: fear, greed, anger, and self-assertion. When we are controlled by these negative emotions, we trust both ourselves and others less, and we tend to act from a small place inside ourselves.

Content: Quotation | Source: Leader to Leader | Subjects: Organizational Behavior, Personality / Behavior

Peter F. Drucker is best known for his work on management. The White House press release of June 21, 2002, announcing that Drucker would be a recipient of the Presidential Medal of Freedom cites Drucker as “the world’s foremost pioneer of management theory.” Indeed he is. Yet all this seminal work on management came about as Drucker pursued his main interest in a larger and … [ Read more ]

Content: Article | Author: Joseph A. Maciariello | Source: Leader to Leader | Subject: People

We have business and we have government. For too many intents and purposes, we have nothing in between. This distinction has framed the great social debate for more than a century: capitalism versus socialism, markets versus controls, individualism versus collectivism, privatization versus nationalization, “free enterprise” versus “democracy of the proletariat.” The debate features no cooperatives, no NGOs, no not-for-profits, no volunteer organizations, not because they … [ Read more ]

Content: Article | Authors: Chahrazed Abdallah, Emmanuel Raufflet, Henry Mintzberg, Pamela Sloan, Rick Molz | Source: Leader to Leader | Subjects: Miscellaneous, Nonprofit | Industry: Non-Profit

Peter Drucker admonishes us to “Focus, focus, focus” (he never says it once). “Focus, focus, focus” drives us to pay attention to those few things, those critical initiatives, that determine relevance, viability, and success in the future–and this reverberating phrase walks around with many of us. Yet it does not negate the imperative of seeing the organization whole. Indeed, we can see the significant priorities … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subject: Management

Leader to Leader recently talked to Rosabeth Moss Kanter about her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End. Confidence explains how leaders can sustain winning streaks and turn around losing streaks–with evidence from businesses, major league sports teams, inner-city schools, and political leaders.

Content: Article | Source: Leader to Leader | Subjects: Leadership, Organizational Behavior

In the rush to “reinvent” our organizations, or our communities, or ourselves, we sometimes overlook the time-tested principles that helped early great leaders succeed. We forget that long before “relationship marketing” or “unit of one” became buzzwords, leaders built genuine and felicitous relationships in work life, public life, and family life. The organization of the future will be relationship-centered, mission-focused, values-based, and demographics-driven. Good manners … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subject: Leadership

Focus and attention convey genuine respect, which is the cornerstone of trust.

Content: Quotation | Source: Leader to Leader | Subjects: Personality / Behavior, Trust

If you don’t like change, you’ll like irrelevance even less.

Content: Quotation | Source: Leader to Leader | Subjects: Change Management, Personal Development

Robert K. Greenleaf ‘s idea of servant-leadership, now in its fourth decade as a concept bearing that name, continues to create a quiet revolution in workplaces around the world. Since the time of the Industrial Revolution, managers have tended to view people as tools, while organizations have considered workers as cogs in a machine. In the past few decades we have witnessed a shift in … [ Read more ]

Content: Article | Author: Larry Spears | Source: Leader to Leader | Subject: Leadership

Awareness is not a giver of solace–it is just the opposite. It is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity.

Content: Quotation | Source: Leader to Leader | Subjects: Attention, Leadership

Scial entrepreneur is a new term, much in the news these days. Social entrepreneurs are individuals who approach a social problem with entrepreneurial spirit and business acumen. Whereas business entrepreneurs create businesses, social entrepreneurs create change. But is social entrepreneurship actually something new? What, if anything, distinguishes the social entrepreneur from other workers?

Content: Article | Authors: Howard E. Gardner, Lynn Barendsen | Source: Leader to Leader | Subjects: Entrepreneurship, Social Responsibility (ESG)

The true test of any company’s leadership development is the caliber and depth of its senior management ranks.Yet so often we hear CEOs complain that they just don’t have enough talent on the bench. The problem is that traditional management development remains too far removed from the day-to-day realities of business. A few companies have pioneered effective approaches. Consider the tack taken by Kraft Foods. … [ Read more ]

Content: Case Study | Authors: Marcia Blenko, Vijay Vishwanath | Sources: Bain & Company, Leader to Leader | Subjects: Human Resources, Management | Industry: Food Products/Service | Company: Kraft Foods Inc.