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Change Leadership Watch
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A Change Leader Profile: 3 Ways to Define it

A Change Leader Profile:  3 Ways to Define it | Change Leadership Watch | Scoop.it

Look for five key competencies - drawn from..." a change-agent profile [based on]... extensive data on Fortune 1000 executives across a wide spectrum of industries. 


We’ve discovered... in that senior group:

    

  • They’re somewhat rare. Approximately 20 percent of senior executives scored high on five key competencies that correlate with effective change management.
   
  • Executives with those five competencies are more task-oriented than people-oriented.
    
  • They also appear to be motivated most by achievement. Power is a close second.
    

And here’s how we arrived at those high-level findings.


We analyzed competencies  ...we’ve identified the following strengths as key indicators of effective change management:

   

  1. Demonstrates flexibility and resilience. 
  2. Recognizes growth opportunities
  3. Strives for results. Focuses on improving performance.
  4. Leads courageously.  
  5. Gains buy-in.  



    Deb Nystrom, REVELN's insight:

    This post also connects DISC profile behaviors such as driving and impact, along with values such as achievement and power to those who lead the pack in effective change leader success.   ~  D

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    Young CEOs: Are They Up to the Job?

    Young CEOs: Are They Up to the Job? | Change Leadership Watch | Scoop.it

    It's creativity vs. experience as a new flock of leaders take their companies to public markets.

    Management theorist Vivek Wadhwa argued in a recent essay that Silicon Valley's obsession with youth may help explain the venture industry's recent rash of poor returns. He drew that conclusion after studying more than 500 technology and engineering companies that had more than $1 million in sales and at least five employees.

    How young is too young to be a CEO? WSJ's Dennis Berman and Mean Street host Evan Newmark discuss. Photo: Getty Images.

    Mr. Wadhwa found that the average age of the founders of those successful companies was 39, and that twice as many founders were older than 50 as were younger than 25. Experience, he concluded, trumps youth more often than many believe. "Age provides a distinct advantage," he wrote.

    Ben Horowitz of the venture firm Andreessen & Horowitz laid out the counterargument in a long post in 2010 on his firm's website. In it, he explained that he would prefer to bet on companies led by founders, who tend to be younger, because they are better at finding innovative products. They are worse than experienced CEOs at squeezing money out of those products, he conceded, but he argued that skill is easier to teach.

    James W. Breyer, a director of Facebook who works closely with Mr. Zuckerberg, said age matters less and less. "Skills, passion, intense curiosity and extremely high IQ are more important," he added.

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    Collaborate to Thrive: Dr. Dre & Luke Wood, Crowdsourced Lessons in FastCompany 2013

    Collaborate to Thrive:  Dr. Dre & Luke Wood, Crowdsourced Lessons in FastCompany 2013 | Change Leadership Watch | Scoop.it

    "Fast Company is crowdsourcing learning lessons to jump into 2013.  Dr. Dre and Luke Wood speak up about casting the right community of people quickly - [their] biggest challenge and opportunity."


    Their question to leaders?   What did you learn in 2012 that you will carry forth with you into 2013?"


    From ONE of their leader, crowd-sourced contributions:  

    Excerpts: 


    1) "You have to build the village first.  From my first 20 years ...in the music business...you could rely on a diverse portfolio of artists to create the phrenetic and improvisational energy that challenged convention and compelled the company forward.

    In the consumer electronics, you have to generate that energy from the people who work at the company every day.


    It requires daily focus and attention.  [We] grew from 30 to 170 this year, casting the right community of people quickly became our biggest challenge and opportunity."


    2) As Beats continues to grow, we are going to search high and low to find talent that is individually smart and ambitious but collectively awe inspiring. 


    Dr. Dre, President And COO, Luke Wood on "It Takes A Village."  More here.


    Photo by Aqeel Hassim CC Flickr.


    From curator Deb, relevant topics:  


    Deb Nystrom, REVELN's insight:

    Collaborate or die is true now, more than ever.  Technology smooths the way (YouTube world collaboration music anyone?)  

    There's so much more, building on the best of individual strengths to create the extraordinary and to learn through our insides to our outsides  ~  Deb

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    How Having & Sharing a Vision For Your Company can Accomplish the Miraculous

    How Having & Sharing a Vision For Your Company can Accomplish the Miraculous | Change Leadership Watch | Scoop.it

    Your vision should be a reach AND realistic => based on  an ability to develop key distinctive competencies.


    What are examples of a clear vision?

    Ewing Kauffman, at his founding of the Kansas City Royals baseball team in 1969, articulated a vision of competing in a World Series within 5 years. While this sounded highly improbable at the time, it caused the entire organization to measure every action it took against the aspiration to be the best! Kauffman built a superb organization and, while there wasn’t a World series within 5 years, the Royals did get to the World Series within 10 years.


    The Miami Project to Cure Paralysis was started in 1984 with a vision to “cure spinal cord injury.” This was an audacious goal given the state of spinal cord research at that time. Twenty seven years later, the Miami Project has raised over $300 million for research and has pioneered critical breakthroughs in treating spinal cord injury -  unthinkable at its founding

     

    In addition to its motivational  value, a clear vision serves as a powerful prism through which you judge every action you take.  It helps you set key priorities.  Does the action in question bring you closer to achieving your vision?

     

    For example, if you want to be the best business office products retailer in your city, do you spend sufficient time out speaking with and understanding the office products needs of your potential business customers? A vision  forces you to ask these questions and serves as  a powerful organizing statement for your efforts.

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