8
Dated: 09-07-2013
Why worry about reining in executive power? Plato proposed that an all-powerful leader would be more effective than a weak one—if that leader was the wisest, most selfless, and incorruptible individual in a city or state. Given human nature, that is one big if. As Abraham Lincoln said, "If you want to test a man's character, give him power."
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8
Dated: 09-07-2013
Many people assume that it's possible for a person to be an effective leader without being likable. That is technically true, but you may not like the odds. In a study of 51,836 leaders, we found just 27 (one out of 2,000) who were rated at the bottom quartile in terms of likability but in the top quartile in terms of leadership effectiveness.
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8
Dated: 09-07-2013
Three out of four organizations are infected with one or more of the costly behaviors of gossiping, shifting blame and turfism. Infected organizations experience much worse results across the board—with decreased productivity, quality, safety, customer satisfaction, employee morale and higher turnover.
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8
Dated: 09-07-2013
We've seen dramatic changes in the role of Chief Human Resources Officers (CHROs) as strategic stewards of human capital. Unfortunately, more employers are failing to keep pace with the new competitive standards in attracting, incenting, leveraging and retaining human capital. All leaders and managers must understand the changing role of the CHRO and shift its focus from administration to strategy. It's time to set and meet higher standards in people practices and to be held accountable by shareholders. It begins with raising the enlightenment of leaders, redefining the mandate of CHROs, and implementing public disclosure requirements on human capital practices.
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8
Dated: 09-07-2013
Our world is crying out for effective leaders. The downfall of many high profile executives reveals the glaring need for competent, caring and committed leaders. The most pressing public problems require a new generation of leaders who move outside of themselves to engage, empower and inspire the world. We need leaders who find their authentic voice, connect hearts and minds, and impact the world in a positive way.
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8
Dated: 09-07-2013
Some things never change; however, the business environment isn't one of them.
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8
Dated: 09-07-2013
We hear the talk about actively disengaged employees. What about organizations that actively resist providing an environment for engagement?
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8
Dated: 09-07-2013
Leaders are not all of a piece; nor have they been put together piece instantly and certainly not permanently. Leaders are fluxy creatures—always unfinished, routinely unsatisfied. Why? Because leadership is more becoming than being; more a place ahead than one here and now; more the best is yet to be than what already is.
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8
Dated: 09-07-2013
As leaders , we don't know everything and can't do everything by ourselves. We hire people with the knowledge and talent to accomplish great things – but sometimes we don't see the desired results. Change is slow; resistance is high to anything new. People keep on doing what is within their comfort zone. Innovation is rare. There is a murmur of complaints; morale is low. Results are disappointing. You wonder whether you're dealing with people who have no good ideas or who are focused on their lives outside of work – or looking for their next job, rather than contributing value to the organization.
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8
Dated: 09-07-2013
Leaders today are navigating a turbulent sea of change—bombarded with complexity. What are they to do? First, their mental models of reality must be flexible. They need to let go of comfort and stability and forget about prediction and control—and become improvisational and innovative, look for solutions in unexpected places, and surround themselves with associates who accept ambiguity, urgency, and flexibility. They must accept the inevitability of Peter Vaill's insight of "permanent white water" as the new normal.
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