"The value chain will supplant the supply chain. Supply chain management is about taking out cost and making process efficient, but, as we've said, this won't be enough; value chain management is about how to create value; how to coordinate the continuous innovations of creative contributors and how to make that process efficient for the consumer and the contributor."
Elaine Cox's insight:
How do the changes you are thinking about create value? What new capability, product, or service will your organization bring your customers that they will value? How will this make their life better?
"Why do CEOs and other senior leaders say they want coaching but don't seek it?
I think the answer lies in what they've learned to think coaching provides, in contrast to what they think they need. Both views create a gap between desire and action. Ironically, that gap is unwittingly supported by most coaching programs, themselves."
In their report, “What Good is Compassion at Work?” researcher Jane Dutton and colleagues from the University of Michigan identify a “cascading effect,” whereby experiencing compassion at work generates positive emotion and, in turn, shapes employees’ long-term attitudes and behaviors.
Those selected for development have one universal trait in common: They are by definition high achievers. But there is a difference between those superstar achievers that can make the leap to CEO and those that will implode: To what degree do they feel invigorated by the success and talent of others, and to what degree does the success of others cause an involuntary pinch of insecurity about their own personal inadequacies? Only an individual who feels genuinely invigorated by the growth, development, and success of others can become an effective leader of an enterprise. And it remains the most common obstacle of success for those trying to make that leap.
This book offers a new conceptual framework for understanding heroism and heroic leadership, drawing from theories of great leadership and heroic action. Ten categories of heroism are described: Trending Heroes, Transitory Heroes, Transparent Heroes, Transitional Heroes, Tragic Heroes, Transposed Heroes, Transitional Heroes, Traditional Heroes, Transforming Heroes, and Transcendent Heroes. Heroic Leadership is a celebration of our greatest heroes, from legends such as Mahatma Gandhi to the legions of unsung heroes who transform our world quietly behind the scenes. The authors argue that all great heroes are also great leaders.
"Despite the fundamental mistakes which have, arguably, directly led to global economic recession, it is often still taken for granted that transformational leadership is a good thing, and that leaders should have much more power than followers to decide what needs to be done."
The demands of leadership can produce what is known as “power stress,” which can leave even the best leaders physically and emotionally drained. Leaders can easily find themselves moving from an “approach” orientation, where they are emotionally open, engaged and innovative, to one of “avoidance” characterized by aversion, irritability, aggression, fear and close-mindedness.
James MacGregor Burns first used the term transformational leadership in 1978 to describe a process in which “leaders and followers help each other to advance to a higher level of morale and motivation.”
A few years ago the London Sunday Times ran an article with the title “Whatever Happened to Real Leaders?” It read in part: “The foreign secretary was a stuffed shirt. But the prime minister was not even that: ‘he was just a hole in the air.’ The words are George Orwell’s, applied to Lord Halifax and Stanley Baldwin, in the late 1930s. What resonance they have today! . . . What the country needs is leadership, and this is true of the Western world as a whole.”