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8
Dated: 02-26-2015
Gradually over time we have become overly obsessed about managing tasks. In our quest to produce results, we have lost sight of the importance of engaging people.
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8
Dated: 01-20-2015
Not holding others accountable, even in the face of possible disaster, is all too common. We study people’s willingness to speak up and hold others accountable for their bad behavior and find that the majority don’t speak up to individuals who violate a promise, break a commitment, behave badly, or fail to live up to expectations. For example, 95 percent say they have coworkers who behave badly, and 75 percent say these coworkers create severe problems for them, their customers or organization. Despite this damage to relationships and results, nobody holds them accountable. And in most cases, this bad behavior has persisted for more than five years!
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8
Dated: 01-22-2015
Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it. Indeed, the lust for dominion is so unseemly that few of us would openly admit to a craving for clout.
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8
Dated: 03-05-2015
HR professionals have made huge strides in changing the perception of their role—from filling open positions and being solely task-oriented—working on benefits, complaints, and vacation schedules—to helping to craft the goals and direction of the company. This shift has moved HR people to leadership roles. Yet with this responsibility comes risk.
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8
Dated: 03-05-2015
Leadership development (LD) seems to be stuck, as basic questions are still in dispute. For example: What is leadership? Is it genetically hardwired into some people but not others? Can it be developed? If so, what methods really work? Should our LD focus on a few designated high potentials? Scientific rigor is rare in the study of leadership. Our data-driven approach to leadership has led to five insights:
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8
Dated: 04-22-2015
For 30 years, summer for me has meant conventions and conferences on every aspect of talent and leadership development. This year, I traveled to Dallas for ASTD and to Chicago for SHRM. It seems all keynote speakers addressed the question: Do leaders stifle or cultivate talent?
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8
Dated: 03-04-2015
Executives continue to worry about the lack of future leaders in their ranks, according to our survey of more than 2,000 executives in 14 countries. For the third year in a row, a lack of high-potential leaders is the most pressing concern for executives (32 percent put it at the top of their list), followed by Shortage of talent at all levels (32 percent), Low engagement and lagging productivity (19 percent) and Loss of top talent to other organizations (17 percent).
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8
Dated: 03-04-2015
Earlier this year, scientists discovered a so-called leadership gene, known as rs4950, an inherited piece of DNA that’s tied to people who know exactly how to take charge at an organization. This discovery reaffirmed what many have suspected for decades: some people are born to be the boss.
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8
Dated: 03-03-2015
One attribute of leaders is the willingness to ask for action in the face of potential criticism. Leaders need to spend the necessary contemplative time searching their experience and reviewing the context to gain conviction about the human value of their proposals. It is their responsibility to do the necessary research to become convinced that the evidence supports the decision. They must be willing to act on their own to make this vision come to life. But finally, once heart and mind are in concert, it is their responsibility to clearly call for action on the part of those they are charged to lead.
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8
Dated: 03-02-2015
Every organization is designed to get the results it gets. Poor performance comes from a poor design. Superior results emerge when strategies, business models, structure, processes, technologies, tools, and reward systems align in symphonic unison.
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