58 Posts found for Source: LeaderValues

Stories are about meaning; they help explain why things could happen in a certain way. They give order and meaning to events – a crucial aspect of understanding future possibilities. Stories have many advantages. They open people up to multiple perspectives…stories help people cope with complexity.

Content: Quotation | Sources: LeaderValues, The Art Of The Long View | Subject: Communication

Companies die because their managers focus on the economic activity of producing goods and services, and they forget that their organisations’ true nature is that of a community of humans.

Content: Quotation | Source: LeaderValues | Subject: Organizational Behavior

Every organization has a wealth of knowledge stored in the memories and intuitions of its employees. This tacit knowledge is shared through formal and non-formal networks which bond and motivate people within the organization. Karen Stephenson goes at the importance of trust in the creation of such networks and explains why managers must harness the power of networks to efficiently guide innovation and change. … [ Read more ]

Content: Article | Author: Karen Stephenson | Source: LeaderValues | Subjects: Knowledge Management, Organizational Behavior

To gauge the strength and loyalty of your workforce, invest resources in a re-recruitment campaign. Through this process, you can gain a better understanding of the stability, dedication, and preparedness of your employees. This deeper appreciation of the viability of your workforce is particularly valuable when you anticipate a change in your external environment that may adversely affect the dependability of your employees.

Content: Article | Author: Roger Herman | Source: LeaderValues | Subjects: Human Resources, Management

Networks are based on trust. Because trust is determined through face-to-face interactions, one needs to appreciate the profound and stark truth about networks: ‘You don’t look like me, you don’t dress like me, you don’t think like me, therefore I don’t want to know or understand you.’ This fetish for the familiar is fundamentally tribal and resistant to the heterogeneous qualities of hierarchical organization. So … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Knowledge, Organizational Behavior

When rapid or radical change is called for, executives must turn to the networks within their organization. Key positions in the network mobilize it to flexibly adapt to the exigencies of the moment. Three prototypical patterns emerge. The first pattern is the hub, as in a ‘hub and spoke’ system on a bicycle wheel. This pattern represents an optimal distribution system for centralizing work processes. … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Change Management, Organizational Behavior

Experience, direct or indirect, is the source of tacit knowledge. Stored in people, tacit knowledge is actuated (shared) though trust formation. Trust develops in predictable network patterns that by their nature run counter (are mis-aligned) to hierarchical organization. If one treats tacit knowledge as a natural resource embodied in humans (or human resource), then knowing where and how to mine the networks for tacit knowledge … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Innovation, Organizational Behavior

Most people learn leadership skills by observing their current leaders, but this works only when they have competent leaders to observe. My advice is to seek out and find the very best leaders you can. Watch them, learn from them, get advice from them. Learn from the best because leadership skills will be a hot currency in the years ahead.

Content: Quotation | Source: LeaderValues | Subjects: Career, Leadership

Adversity has the effect of eliciting talents, which, in prosperous circumstances, would have lain dormant.

Content: Quotation | Source: LeaderValues | Subjects: Adversity, Personal Development

I never did give anybody hell, I just told the truth, and they thought it was hell.

Content: Quotation | Source: LeaderValues | Subjects: Communication, Leadership

In our myths about leaders, we often visualize fearless warriors beating out paths to new visions and conquests.

Nothing could be further from the truth. Fear is a survival mechanism, a requirement for life and well-being. While having fear is very different than allowing fear to dictate, fear does exist.

Since virtually everyone has fears, to pose as fearless simply exposes a fear of seeming fearful!

Your ability … [ Read more ]

Content: Article | Author: Arky Ciancutti | Source: LeaderValues | Subjects: Change Management, Organizational Behavior

To tear down a factory or to revolt against a government or to avoid repair of a motorcycle because it is a system is to attack effects rather than causes; and as long as the attack is upon effects only, no change is possible. The true system, the real system, is our present construction of systematic thought itself, rationality itself, and if a factory is … [ Read more ]

Content: Quotation | Sources: LeaderValues, Zen and the art of motorcycle maintenance | Subject: Change Management

Without a vision, one just has the trappings of leadership. A great vision in tandem with the core values shared by both the leadership and the organization is an unparalleled inspiration. Effective leadership is all about internal beliefs that translate into external values.

Content: Quotation | Source: LeaderValues | Subjects: Leadership, Vision

At the root of every conflict is a commitment not honored, an idea not realized and an opportunity misunderstood.

Content: Quotation | Source: LeaderValues | Subject: Personality / Behavior

According to George Bernard Shaw, a reasonable man adapts himself to the conditions that surround him while an unreasonable man adapts the surrounding conditions to himself. A person’s success is thus a product of whether he is Master of Circumstances (MC) or a Victim of Circumstances (VC).

original Shaw quote:
Reasonable people adapt themselves to the world. Unreasonable people attempt to adapt the world to … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Personality / Behavior, Success / Failure

The greatest danger for most of us lies not in setting our aim too high and falling short, but in setting our aim too low and achieving our mark.

Content: Quotation | Source: LeaderValues | Subjects: Achievement, Goals

This site aims to provide visitors with cutting-edge resources on leadership and value systems with a special emphasis on the consideration of multicultural, global issues. Resources at the site have been written or selected to assist leaders in all kinds of organization to develop their skills. In addition, it examines the qualities and behaviour of famous leaders throughout the centuries. Visitors are invited to take … [ Read more ]

Content: Online Resource | Author: Mick Yates | Source: LeaderValues | Subject: Leadership

Charles Albano offers an array of thoughts on learning. Little is offered in the way of prescribed actions to accompany the thoughts provided, though the questions offered in the ‘Spurs to Un-Learning’ section are a decent start.

Content: Article | Author: Charles Albano | Source: LeaderValues | Subject: Organizational Behavior