Change Leadership Watch
15.0K views | +0 today
Follow
Change Leadership Watch
How change happens and who is leading it.  For the BEST of the BEST curated news SUBSCRIBE to our monthly newsletter via  Reveln.com/Tools/ (We never SPAM!)
Your new post is loading...
Your new post is loading...
Scooped by Deb Nystrom, REVELN
Scoop.it!

Praise and Skepticism as Gravity Executive Sets Minimum Wage to $70,000 a Year

Praise and Skepticism as Gravity Executive Sets Minimum Wage to $70,000 a Year | Change Leadership Watch | Scoop.it

While the overwhelming majority of the responses on social media and elsewhere were positive, there were also a number of people, [executives] who expressed doubts related to the nature of pay and compensation.

Excerpts:

 

Sandi Krakowski, an author and Facebook marketing expert, posted on Twitter: “His mind-set will hurt everyone in the end. He’s young. He has a good intent, but wrong method.”
    

Patrick R. Rogers, an associate professor of strategic management at the School of Business and Economics at North Carolina A&T State University, wrote in an email: “The sad thing is that Mr. Price probably thinks happy workers are productive workers. However, there’s just no evidence that this is true. So he’ll improve happiness, only in the short term, and will not improve productivity. Which doesn’t bode well for his long-term viability as a firm.”
     

Perhaps the most prominent attacker was Rush Limbaugh, the right-wing radio host, who labeled the move “pure, unadulterated socialism, which has never worked.”

    

Most critics were not as ideological as Mr. Limbaugh but were nevertheless put off by Mr. Price’s deviation from trusting in the market, both to set wages (his own as chief executive and that of his employees) and to maximize his own profits. Overpaying workers may make them lazy and is likely to inspire resentment among colleagues who once sat on the higher end of the pay divide, they warned.

During an interview with Mr. Price on MSNBC’s “Morning Joe,” the co-host Mika Brzezinski noted that people would probably say “you’re a terrible manager.”

Another guest, Sam Stein, an editor at The Huffington Post, was simply flummoxed. “Are you crazy?” he asked.

Maybe, Mr. Price conceded.

Deb Nystrom, REVELN's insight:

Originally I mentioned that this case would be a good test of Herzberg's theories about pay, satisfaction and productivity.  I posted later that I stood corrected, when I heard he was taking a pay cut of 90% to help fund the salary increases.  
      

On the one hand, he is a change leader because of the message he is sending about executive pay, and because of his boldness to be "crazy" and to experiment in this way.  On the other hand, it will be a good test of the limits of pay, and the theories and research that show that happiness and productivity are not necessary in the same room together.  Or perhaps they can be.  Check out a sample of Mihaly Csikszentmihalyi's slides I captured at his University of Michigan presentation this month.


Jonsson, CEO & co-founder of Jumpstarter describes Flow as

a state of mind where you are immensely focused and get things done. It is those precious moments when you are productive and ecstatic at the same time.  It is achieved by clearing the mind from the mind clutter. Mind clutter could be thoughts, feelings and impressions. Clearing it is achieved by actively working with accepting emotions, addressing problems when they arise and seeing things as they are.


”Flow-stoppers” are all those things that create mind clutter. It could be anything from deadlines to personal relationships to putting pressure on oneself to perform and do well.


Time will tell. He continues as a potential change leader, nonetheless for shaking things up.  ~  Deb

more...
No comment yet.
Scooped by Deb Nystrom, REVELN
Scoop.it!

Crowdfunding Phenom: Kickstarter CEO Yancey Strickler on Success, Copycats, and 'Broken Promises'

Crowdfunding Phenom:  Kickstarter CEO Yancey Strickler on Success, Copycats, and 'Broken Promises' | Change Leadership Watch | Scoop.it

The crowdfunding model is now a mini-cottage industry, thanks to Kickstarter, and yes, he's been spoofed by 'South Park.'

Excerpts:

...When did the concept of crowdfunding first click for you?

In 2005. I had these artist and musician friends with day jobs that they hated, but they couldn’t afford to just do art or music. There’s a widespread assumption that creative things just magically happen, and they don’t. Creation requires funding.

    

....(order changed)  Today, millions of people use the site each day, adding up to a daily average of $1 million in pledges (some 70,000 campaigns have launched on the site). 

      

...Are there plans to grow the staff?

Actually, no. I think we’ll get to 100 people, but not much beyond that in the near future. Being a small company [means we are] light on costs, and I like the scrappiness of trying to accomplish a lot with a little. There’s far more shared ownership with a small team.
     
...Are you threatened by ...copycat competitors?

I’ve always known others would copy our idea, but to be honest, we’ve always been the strongest product. ....and for most of our measurements -- dollars pledged, site visitors, project supporters -- there’s a huge gulf between us and the rest of the field.

 

Deb Nystrom, REVELN's insight:

FOR THE WIN:  Spot on great ideas, carried to full implementation and sustained in good faith, with some bumps in the road. Overall good ideas, good will and smart business practices will win the day, says I.   As an consultant, there's a lot to like about Kickstarter, including my favorite value in the work world, "choice."  We have a lot that is industrial age about our still new, burgeoning information age.  Fortunately, Kickstarter the concept, and the reality, is not one of them.

I've also included crowdfunding and crowdsourcing as a community building, ownership trend that field of Organization Development (OD), among others, is ignoring in a digital chapter on its way to publication for Wiley for Practicing OD, 2015 edition.

 

more...
No comment yet.
Scooped by Deb Nystrom, REVELN
Scoop.it!

Avoiding Decision Failures: The NASA Challenger Explosion and Groupthink

When alternatives are overlooked because cohesion is favored over individuality, the results can be tragic and lasting.

The top decision-making team responsible for the Challenger launch was very familiar with each other. They had worked with each for many years prior to the mission.


Group cohesiveness in decision-making can be deceiving. Decisions are often made quickly and with high levels of consensus, but this doesn’t always correlate to the BEST choices. When alternatives are overlooked, because cohesion is favored over individuality, poor decisions can arise.


How can you avoid this?
Remember a quick decision doesn’t always mean a great decision. Carefully examine alternatives by bringing together diverse groups of people with varied backgrounds. It is important that the solution is the priority rather than pleasing, or being an appeasing group member. 

Precursors of Groupthink
1. Cohesive Group
2. Insulation from Experts
3. Leader Preferences


This post also highlights 8 symptoms of groupthink including:

  • Inherent Morality
  • Stereotyped Views of Others
  • Self Censorship
  • Mindguarding 
Deb Nystrom, REVELN's insight:

Following my last post, this is a  large part of a the risky, and at times the lonely business of challenging "strong leader preferences" that led to a tragic, well known outcome in the USA. ~ D

more...
Angie Tarasoff's curator insight, March 27, 2014 12:52 PM

This is a tremendous article that discusses decision traps when making decisions in groups.


The precursors and symptoms of groupthink  are polarities - how might you manage the situation when you notice these behaviours occuring?

Scooped by Deb Nystrom, REVELN
Scoop.it!

Not Many Women Are Rising to the Top. Women Executives Seize the Day to Change That.

Not Many Women Are Rising to the Top. Women Executives Seize the Day to Change That. | Change Leadership Watch | Scoop.it

New research show how these top executives have taken charge of their careers.

     

It’s the responsibility of management to tackle gender diversity..[and]… evidence suggests that our leaders aren’t doing a very good job of it, at least not yet.


________________
 

[T]here’s no reason for an ambitious woman to sit on the sidelines and wait for her boss to get with the program. 

________________

     

Women still represent less than 5% of CEOs around the globe, and they remain seriously underrepresented in other top management positions and on executive boards.

     

[T]here’s no reason for an ambitious woman to sit on the sidelines and wait for her boss to get with the program.  … Lauren Ready concluded [this] from a study she did here at the International Consortium for Executive Development Research, in which she interviewed 60 top female executives from around the world to learn how they rose to the top.

   

For one, these executives take the time to explore what they want out of work and life [photo, chart.]

One byproduct…they pay special attention to how they might fit within a company’s culture.

    

This finding is consistent with research from Harvard professor Boris Groysberg, who’s found that while the performance of male stars falters when they switch companies, women continue to excel, in part because they’ve done their homework when it comes to fit.

   

The women in Ready’s study also understand the limits of fit. They aren’t “one of the guys” and they don’t try to be.


Related tools & posts by Deb:

      

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.
    
Deb Nystrom, REVELN's insight:

It's still a man's world in the executive ranks, even in the college town where I live, the land of start-ups, women sparsely populate the fast growing, entrepreneurial executive ranks.  


It is also good to reach that the qualities listed in Ready's research among high-achieving women includes the urge to bring other women along with them.   It's a way ambitious women can "lean it" with a little help from her friends in high places, for the savvy reason that the executives "view [it] as a way to raise their companies’ market value, by boosting the presence of women in senior roles and in boardrooms."  


This brings hope that leadership will someday represent the world, rather than tradition and history in the leadership ranks.  ~  D 

more...
Keaton Toscano's curator insight, April 14, 2014 1:02 AM

There is sexism in the workplace, and I'll do my best to keep it out of my future classroom. I think that feminism has the potential to be taken overboard, by way of radicals, and that a 'humanism' is a better approach. Equality is obviously better than some of the superiority complexes associated with oppression ideologies gone awry; something I hope doesn't happen to feminism in the coming years as we combat this women-don't-riseto-the-top trend.

Scooped by Deb Nystrom, REVELN
Scoop.it!

Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine

Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine | Change Leadership Watch | Scoop.it

In trying circumstances, Guo Pei, now one of China's top fashion designers, became famous for her extravagantly made gowns that are close to perfection.


In 1997, she established Beijing Rose Studio, which made her the pioneer of Chinese Haute Couture.

In an exclusive interview for Fashion Studio Magazine, Guo Pei discusses the Chinese fashion market and her successful journey as a couture designer. She also talks about her unique approach to fashion design and reveals some of her ambitious plans for the future.

Deb Nystrom, REVELN's insight:

Fast Company selected Guo Pei as one of their 2014 Innovative Company award winners.  She's in the top 25 on the list for reviving the art of Chinese embroidery and craftsmanship. ~  D

more...
No comment yet.
Scooped by Deb Nystrom, REVELN
Scoop.it!

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

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Classic Leader Traits: 5 Lessons from Lincoln

    Classic Leader Traits: 5 Lessons from Lincoln | Change Leadership Watch | Scoop.it

    "Leaders are rarely the first person to see an opportunity, but they’re the first to seize an opportunity."


    Excerpted from 5 leadership lessons from Lincoln.


    Lead with action.  While others are talking about the problem, leaders take action.  ...Action, not intention, determines your destination.


    Speak with conviction.  ...speaking with conviction inspires others to join your movement.


    Set the tone.  Many will try to distract you.  ...In every interaction and every meeting a leader brings focus to the objective.  W


    Via Jeremy Walsh &  - xoombi


    Related posts by Deb:


         



    Deb Nystrom, REVELN's insight:

    It's a helpful post:  simple, clear and well-timed for the July 4th holiday, referencing the critical impact of followership on leadership and Lincoln's great model for us all.  ~  Deb

    more...
    John Michel's curator insight, July 3, 2013 10:39 PM

    Have you ever wondered what makes a leader? We’ve heard that leaders have followers, but is there more? Leaders are going somewhere. What would you think of someone who claimed to be a leader, was surrounded by followers, but was going nowhere? Unfortunately, that’s the situation for many teams, organizations, and nations. So what really makes a leader?

    David Hain's comment, July 4, 2013 3:06 AM
    Happy 4th July to all my American friends!
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Yahoo's Stock on Fire: Leadership Changes, Market Laggards & the Long Haul

    Yahoo's Stock on Fire:  Leadership Changes, Market Laggards & the Long Haul | Change Leadership Watch | Scoop.it
    I have always been amazed by the wrong or right CEO's impact on a company's fortunes and stock price.


    Marissa Mayer's appointment to head Yahoo (YHOO) is a perfect example of this. The stock has been a market laggard for years and a succession of CEOs had been unable to turn around the one-time internet juggernaut. Since the one time executive from Google (GOOG) came over to lead Yahoo in July, the stock has been on fire.

    The company successfully monetized a 20% stake in Alibaba in September which was already in progress for some time. The new leader has said all the right things to investors about the future direction of the company.

    Will Yahoo continue in its momentum?

    Deb Nystrom, REVELN's insight:

    This continues as an "it depends" regarding leadership (and followership) on this perspective of "at the top" change leadership and the long haul.  The blog writer rates Yahoo's stock as a "hold" for now.  ~  D

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Yahoo's Marissa Mayer Is No Fool

    Yahoo's Marissa Mayer Is No Fool | Change Leadership Watch | Scoop.it

    "Like any good leader, she knows who creates real value, and how, in her company." She's seen and is acting on the performance results.

    ___________________

    ...she was predisposed to consider physical (co)presence as essential to digital innovation success...

    ___________________


    Blog author Michael Schrage says,


    "Mayer's Google background (and impact) suggested that she was predisposed to consider physical (co)presence as essential to digital innovation success as computational/design brilliance.


    …the Googleplex for its employees wasn't health food benevolence, it was to keep people on campus working together."

    Deb Nystrom, REVELN's insight:

    This is an opposing view to the last ScoopIt post.    Seven (7) months is still a short term view in light of this HBR blogger's view that Ms. Mayer is on the right track.


    Previous culture can also be a blind spot.  One culture's success does not always paste onto another's key needs.

    Change colleague Liz Guthridge, who specializes in change communication, suggests that leaders Avoid “taser” asks to get others to act, referencing Mayer's style of communicating the change.  I tend to agree with Liz.  Yet, there are bigger issues than communication mistakes.    


    Time will tell.  ~ Deb

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    The wisdom of Ai Weiwei

    The wisdom of Ai Weiwei | Change Leadership Watch | Scoop.it

    "Artist Ai Weiwei is perhaps China's foremost dissident, unafraid to confront the masters of Beijing, ...enduring prison, beatings and other tribulations." 


    Excerpts:


    Here is Ai, then, in his own words:


    "Without freedom of speech, there is no modern world, just a barbaric one."


    "Everything is art. Everything is politics."


    "Nothing. Jail is about nothing."


    "I was born radical."


    "I don't want the next generation to fight the same fight as I did."


    Deb Nystrom, REVELN's insight:

    Change leader, art and MUCH courage.  Enough said.  Support Ai Wei Wei and follow his work on twitter here:

    • https://twitter.com/aiww 


    My favorite quote today:

    "I don't want the next generation to fight the same fight as I did." 


    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    The fatal car crash that altered China's change of leadership

    The fatal car crash that altered China's change of leadership | Change Leadership Watch | Scoop.it

    The infamous, and fake:  “Thank you. I'm well. Don't worry,” on a Chinese social networking site marked the beginning of the end during  leadership succession last month. ~ The Scotsman


    This cautionary tales provides an anatomy of fractured succession in the high echelons of Chinese political leadership. ~ D


    _______________________
      
    ...the crash had more momentous consequences, altering the course of ...once-in-a-decade leadership succession  

    _______________________


    Excerpts:


    The brief comment, published in June, appeared to come from Ling Gu, the 23-year-old son of a high-powered aide to China’s president.  Tt helped quash reports that he had been killed in a Ferrari crash after a night of partying.


    However, later it came out the message was false, posted by someone under Mr Ling’s alias almost three months after his death.


    The ploy was one of many that tried to suppress news of the Ferrari crash that killed Mr Ling. It is now clearer that the crash had more momentous consequences, altering the course of the Chinese Communist Party’s once-in-a-decade leadership succession last month.


    China’s departing president, Hu Jintao,  suffered a massive reversal of his own when party elders – confronted him with allegations that Ling Jihua, his closest protégé and political fixer, had engineered the cover-up of his son’s death.


    more...
    No comment yet.
    Suggested by Lynn Baylor
    Scoop.it!

    Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

    Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | Change Leadership Watch | Scoop.it

    Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”


    Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  


    He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb


    Excerpts:


    _____________________________

    Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

    _____________________________


    Weiner described how powerful the phrase, "Next Play" has been for the company.


    • On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

    1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.

    3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

    6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.


    7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!


    Read the full post here.


    Read about LinkedIn's new endorsement features here, via Deb's Tech Tuesday blog post:


    more...
    Deb Nystrom, REVELN's comment, September 19, 2012 11:42 PM
    Thanks Lynn!
    Manish Puranik's curator insight, July 10, 2013 12:25 AM

    Few more lessons on Leadership...!

    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    There is no such thing as leadership – Peter Drucker classic, Change Leadership?

    There is no such thing as leadership – Peter Drucker classic, Change Leadership? | Change Leadership Watch | Scoop.it

    Wes Balda has written a compelling piece on Peter Drucker and our overwrought attention to defining leadership, which is timely, seeing the new Pew report on negative media and presidental election coverage.


    Excerpts:


    At lunch one day, [Wes] asked Peter to define leadership. He snorted in response, “There is no such thing as leadership.”


    WB: He defended this by claiming it couldn’t be defined. He stressed that leaders were only labeled thus because they had followers.


    PD: “At best, leadership may be a dimension of management,” he said, “and leaders could be identified because their actions were predictable, or perhaps trustworthy.”

    _________________________


    Leading could be how we manage, or make knowledge effective through relationships, in powerless environments.
    _________________________



    WB: ...Max DePree identified an important concept – the absence of power. Leading could be how we manage, or make knowledge effective through relationships, in powerless environments.


    Results are achieved around or beyond the use of power. “Leading without power” may be the only way leadership works. By definition, then, using power in leading is not leading at all.


    DN:  Perhaps it's just coercion, or intimidation.  From another article excerpted here, from Forbes, note the diagrammed split of leadership and management tools and the placement of "power tools."


    WB:  So, when Drucker says leaders are only defined by the presence of followers, I believe he means that these followers first exist – and that they are absolutely free from all constraints in choosing to follow.


    A well known video on being the first follower helps illustrate this point.


    Power is absent, and the decision to follow creates the ultimate democracy. (Drucker, incidentally, was even more focused on civil society after Sept. 11, 2001.)


    Read the full article here.

    Photo credit:  by Jeff McNeill, Flickr.com CC



    More about resources for leaders via Deb:
    Planning & Strategy Retreats
    Presentation Videos - Change Results
    Deb's mothership: The REVELN website

    more...
    Victoria Morgia Jamolod-Umbo's comment, September 6, 2012 9:28 AM
    In any organization, there will always be leaders and followers. It is true that many people hate the fact that they are just simple followers, the main reason why they often time make nasty comments about these leaders.But, despite all these negative comments, a true leader should never be onion-skinned, and should stand firm on what he believes is right and advantageous for the majority, regardless of any negative opinions.
    Deb Nystrom, REVELN's comment, September 10, 2012 9:54 AM
    @Victoria, thanks for your comment. It is true that "leaders" must have thick skins. Drucker's point, I believe, is that followers define the leaders, and that leaders may, in many, even most cases be an artifact of management, rather than the magical status we've given them over the years.

    Indeed, where would Gandi, Nelson Mandela, Washington and Lincoln be without their first followers and the followings that emerged to turn the tides of public opinion to make significant changes in our histories.

    It's a provocative article and I'm glad that people are rescooping it. ~ Deb
    Erika Holthuizen's comment, September 25, 2012 9:58 PM
    golden truth
    !
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    CEO cuts his own pay by 90% to give every employee a huge pay rise

    CEO cuts his own pay by 90% to give every employee a huge pay rise | Change Leadership Watch | Scoop.it
    A chief executive has announced plans to raise the salary of every single employee at his company to at least $70,000 (£47,000) – and will fund it by cutting his own salary by 90 per cent.

         

    Mr Price, 30, has gone one step further, after telling ABC News he thought CEO pay was “way out of whack”.
        

    In order not to bankrupt the business, those on less than $70,000 now will receive a $5,000-per-year pay increase or an immediate minimum of $50,000, whichever is greater.
        

    A spokesperson for the company said the average salary was currently $48,000, and the measure will see pay increase for about 70 members of staff.

        

    ...

    “My pay is based on market rates and what it would take to replace me, and because of this growing inequality as a CEO that amount is really high. I make a crazy amount.
         

    The New York Times, which was invited along for the Wolf of Wall Street-esque announcement, reported that after the cheering died down Mr Price shouted: “Is anyone else freaking out right now?”

    Deb Nystrom, REVELN's insight:

    Now here's a guy who's sending out a big message about executive compensation, along with wage fairness.  This is beyond the thoughts I had shared about wage / pay and motivation, a 'la Frederik Herzberg.   ~  Deb

    more...
    No comment yet.
    Rescooped by Deb Nystrom, REVELN from Change Management Resources
    Scoop.it!

    Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket

    Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket | Change Leadership Watch | Scoop.it

    Boston Herald: TEWKSBURY, MA — Arthur T. Demoulas was reinstated as CEO late last night after a two-month standoff over his firing that saw rank-and-file workers walk off their jobs and customers jump to competitors in protest — thanked his workers this morning, hours after his historic purchase of the company.

       

    ______________

      

    “You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life.” ~ Arthur T. Demoulas, reinstated CEO, Market Basket

    ______________

          


    "You are simply the best,” Demoulas said …There is very little I can ever add to your brilliant work…and the power of your enduring human spirit over the past six weeks.”

        

    Early this morning, a massive fleet of delivery trucks lined up ready to roll and hundreds of ecstatic employees reported to work for the first time in weeks....heralding the return of a boss they said had provided generous pay and benefits and a culture of respect for workers.


    “You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life,” Demoulas told his workers. “You displayed your unwavering dedication and desire to protect the culture of your company...You have demonstrated that everyone has a purpose....that no one person holds a position of privilege.”

       

    The chain employs 25,000 workers in Massachusetts, Maine and New Hampshire.  [It was worth] $4 billion before Arthur T.’s June 18 firing touched off a customer boycott and employee walkouts.  [It] racked up millions in losses and shelves were left empty due to a halted supply chain.

       

    Demoulas said he hopes to take less than two weeks getting shelves restocked and stores back to some semblance of normalcy.


    Click the title or photo to see the full story.

        

    Related posts by Deb:

        

    Revelation, Leadership Integrity at All Levels

        

    Company Priorities Reveal People Values and Forecast Long Term Profitability

          

    6 Steps Beyond Industrial Age Performance Appraisals

        

    Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

       

    • Stay in touch with the monthly Best of the Best news, taken from Deb's  multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

            

    • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
    Deb Nystrom, REVELN's insight:

    I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

    more...
    Deb Nystrom, REVELN's curator insight, August 28, 2014 12:49 PM

    I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Handling Complexity in Decision-Making: Avoiding The Bike Rack Effect in Meetings

    Handling Complexity in Decision-Making:  Avoiding The Bike Rack Effect in Meetings | Change Leadership Watch | Scoop.it

    Why would a $100M power plant zoning approval take 3 minutes and a request to build a $10,000 bike rack for city sidewalks take hours?


    It's easy to be swept up in the trivial and fun stuff, starving the big issues for the time and consideration they merit.  Cyril Northcote Parkinson, a British historian and operations researcher, penned this extreme example of decision-making in meetings in his book Parkinson's Law. Paraphrasing the Wikipedia entry, the powerplant is so expensive, the sums of money are hard to frame.

     

    Related tools & posts by Deb:

          

    • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.

              

         

    Deb Nystrom, REVELN's insight:

    This is a post useful for anyone connected to public sector meetings, or any meeting with complex topics.  I've posted this in change leadership watch for the reasons of asking you, the reader the question, have you ever helped a decision making body avoid the The Abilene Paradox, a classic management film about avoiding mismanaged agreement?

    This post also illustrates the power of Parkinson's Law where board members lazily skip over the seemingly impenetrable problem in the meeting, deferring to the team managing the project. There will be implications for years of this city council meeting's decisions, and yet it is decided in three minutes.  It's astounding, assuming we haven't been excluded from a long list of previous meeting discussions.   ~ D

    more...
    Ivon Prefontaine, PhD's curator insight, March 24, 2014 11:58 PM

    Most humans have no comprehension of $100 million, but understand $10, 000.

    Tom Russell's curator insight, March 27, 2014 7:00 AM

    I'm sure we can all identify with this scenario. It reminds me of a school football game when everybody is running after the ball regardless of their agreed position on the pitch. Clearly where there is passion there is engagement, so focussing on, and agreeing, clear outcomes is a key starting point if one is going to avoid everyone being kicked in the shins.

    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Smart profits, smart values and sustainability from a bank boss who dares to be different

    Smart profits, smart values and sustainability from a bank boss who dares to be different | Change Leadership Watch | Scoop.it

    Anders Bouvin is the boss of the most successful bank you've probably never heard of. And he, like the bank he runs, will challenge your preconceptions.   

        

    For starters, this African-born, Swedish chief executive of Handelsbanken's growing UK operation doesn't receive an annual bonus, ...[and] has been with the Swedish bank for 28 years.

        

    Most surprisingly, the 55-year-old supports west London's Queens Park Rangers Football Club with a passion intriguing for a Swede who spent the first 10 years of his life growing up in Zimbabwe.

       

    ….Anders Bouvin…was thrilled to be offered a job…in a company "whose values coincided completely with my own".

        

    Those values - long-term-ism, and a philosophy of de-centralization encapsulated in the slogan "the branch is the bank" - seem almost too good to be true in a current banking era of fines, debt crises and outsourced customer service.

      

    Big banks, according to the popular narrative, were the primary causers of the global debt crisis thanks to their reckless investment in high-risk mortgage-backed bonds.

        

    Handelsbanken says its branches, such as this one in Aberdeen, come first


    But Handelsbanken remained above the fray, emerging with a balance sheet strong enough to make European banking regulators purr with delight.


    …next to no marketing keeps overheads down and return on equity up.

         

    At Handelsbanken returning a share of the profits to long-term staff is also key. If the bank exceeds the average profitability rate of its peers, then surplus profits are put into a fund and distributed to all the staff.

        

    Handelsbanken
    *  Founded in 1871
    *  Has no sales or market-share targets
    *  Staff get flat salaries without bonuses
    *  Claims to have achieved higher profitability than the average of its rivals for 41 years in a row


    ...Handelsbanken, headquarter[ed] in London, is expanding to meet increased demand while some of its larger rivals get smaller.


    "Many banks are having to absorb huge losses and have had to shrink to repair their balance sheets... and there are clear indications that SMEs [small and medium-sized businesses] are bearing the brunt of this. It's very sad."


    All in all, Anders Bouvin appears the least likely candidate for executive burnout you'll ever meet.

    Related tools & posts by Deb:

         

        

    • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.

     

    Deb Nystrom, REVELN's insight:

    This is yet another positive example of how smart, people-centered values, with decision-making driven down the chain and low hierarchy, can drive profitability and sustainability, even in one of the most traditional industries. More information on comparisons with other business models to follow. ~ Deb


    more...
    Deb Nystrom, REVELN's curator insight, February 26, 2014 3:02 PM

    This is yet another positive example of how smart, people-centered values, with decision-making driven down the chain and low hierarchy, can drive profitability and sustainability, even in one of the most traditional industries. ~ Deb

    Suggested by Emeric Nectoux
    Scoop.it!

    3 Ways Leaders Maintain Their Composure in Turbulence: Mack Brown

    3 Ways Leaders Maintain Their Composure in Turbulence:  Mack Brown | Change Leadership Watch | Scoop.it

    Leaders need to show more composure than ever before in the workplace in the post 2008 economy, becoming more mobile, more transient, more flexible, more innovative, and more strategic and diverse.


    Excerpted from a list of 7:

    1. Don’t Allow Your Emotions to Get in the Way


    Seasoned leaders ...don’t yell or get overly animated when times get tough. These types of leaders have such emotional self-control that even their body language does not give them away.


    4. Remain Fearless

    When leaders project confidence, they instill it in others. ...


    ....Recently, Mack Brown, the former coach of the University of Texas (UT) football team, was put under a lot of pressure to resign as a result of his team underperforming in 2013. Though the University handled his forced resignation poorly – considering Mr. Brown had coached the team successfully for the past 16 years – his decisiveness the day he announced his resignation made you feel that his transition out of the job was a positive thing for the university.


    Human nature will tell you that he must have been hurting inside, but his decisiveness and presence of mind made those that were watching him speak believe that the future looked bright for UT football.



    6. Take Accountability


    Leaders are most composed during times of crisis and change when they are fully committed to resolving the issue at hand. ...this means that you have made the decision to assume responsibility and take the required steps to problem solve before the situation gets out of hand.


    Article by Glenn Llopis, Contributor.  Full article here.
    Glenn offers the immigrant perspective how how companies can become more mobile, more transient, more flexible, more innovative, and more strategic and diverse.


    Deb Nystrom, REVELN's insight:

    This is a helpful list.  Although I don't agree with all the items, it's useful for reflection in tough times.  

    For example, authenticity and showing vulnerability is about honesty, and leaders do need to show this vulnerability from time to time, to be fully trusted.   Mack Brown may have shown this side to someone, yet in public, he did what was right for the school and the team.   ~ D

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    The "Un-CEO" Of W.L. Gore, How To Deal With Chaos, Terry Kelly

    The "Un-CEO" Of W.L. Gore, How To Deal With Chaos, Terry Kelly | Change Leadership Watch | Scoop.it

    Embrace "rainmakers," says the leader of the company behind Gore-tex. Her mantra for seeing 10,000 associates in dozens of countries through turbulent times: maturity.


    We have what we call rainmakers and implementers,” Kelly explains.


    ________________________

    So we try to protect the rainmakers. That means we have to be comfortable with more chaos.”

    ________________________


    “Rainmakers come up with wild ideas, implementers make them real. The two drive each other crazy. If you’re not careful, control will gravitate to the implementers. So we try to protect the rainmakers. That means we have to be comfortable with more chaos.”


    “Our organization is used to dealing with chaos, we have a high tolerance for it. We like to respond to crises. When the ship is under attack, the level of ownership is high, culturally. But you don’t want to run an organization that is constantly under attack.”

    ~ Deb
    Deb Nystrom, REVELN's insight:

    Not everything is innovative and cutting edge at W.L. Gore (Gore-Tex).  As a large private company, they have their share of issues among the ranks.  


    Glassdoor, which does tend to draw plenty of naysayers and disgruntled reviews, also provides a negative universe window in, which includes Gore's peer (associates) review process tied to compensation, usually (in my book) a bad idea - to tie compensation to anything involving review.  ~  D

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    ‘Queen Bee’ CEOs get scrutiny and flak while ‘King Wasps’ get a free pass

    ‘Queen Bee’ CEOs get scrutiny and flak while ‘King Wasps’ get a free pass | Change Leadership Watch | Scoop.it
    When a female CEO outlaws telework, a firestorm ensues. A male CEO does so — and goes unnoticed.


    Joly, the new chief executive officer of Best Buy, announced recently that he was ending the innovative, flexible work style the company pioneered — Results Only Work Environment, or ROWE.

    Deb Nystrom, REVELN's insight:

    Actually, I've Scooped Joly and ROWE earlier on Change Leadership Watch, alongside Yahoo's changes.  It's significant it's in the news again from  gender perspective, to help us notice our blind spots and gender bias.  


    Perhaps I'll need to add "King Wasps" to my Queen Bee posts on Reveln.com tho' it really depends on the longer term view.  A companion article about success at Costco seems to argue against what Joly has decided to do.  ~  D

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    The End of "Results Only" at Best Buy, Theory X Returns?

    The End of "Results Only" at Best Buy, Theory X Returns? | Change Leadership Watch | Scoop.it

    "Best Buy CEO Hubert Joly axes flexible work. the original "Results-Only Work Environment" and why it is worse news than Yahoo's remote-worker roundup."  

    That is, if this Theory X style change ends up being  judged as short-sighted leadership decision.


    Excerpts via Professor Monique Valcour's post :


    Best Buy's flexible work program is ...the groundbreaking Results Only Work Environment (ROWE), one of the most innovative and celebrated examples of a company redesigning work to focus on results and boost performance through motivation-enhancing trust and autonomy.

    _______________________

         
    "In a turnaround transformation, you need to feel disposable as opposed to indispensable."


    _______________________


         

    The ROWE method has since been implemented in more than 40 companies.


    The culture of work-life support in a company is the most powerful predictor of employee work-life balance as well as a key element in job performance, organizational commitment, and intention to remain with the company.

    But top management exerts the strongest influence on culture...



    CEO Joly made a very revealing comment following an investors' meeting in November.


    • "In a turnaround transformation, you need to feel disposable as opposed to indispensable." 

    • He is far from the only "Theory X" leader who believes that stressing employees makes them perform better. 

    • This underlying belief persists despite enormous research evidence to the contrary ...

    Related posts by Deb:
       
    Deb Nystrom, REVELN's insight:
    • This provocative piece on ending flex work arrangements provides YIN to the YANG of change leadership watch.  We can watch to see what happens next at Best Buy on how effective this is in turning things around or, perhaps putting an end to things.  ~  D
    more...
    Deb Nystrom, REVELN's comment, March 9, 2013 11:19 PM
    Indeed, Robin. Science is not on their side, CEOs Joly & Mayer.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Trending Down for years: Yahoo Investors Need to Worry About Marissa Mayer

    Trending Down for years:  Yahoo Investors Need to Worry About Marissa Mayer | Change Leadership Watch | Scoop.it

    "By fighting trends, like telecommuting, Ms. Mayer's focus on tactics further damages Yahoo - which desperately needs a CEO with vision to create a new strategy."


    Excerpts:


    __________________

    Yahoo has been a struggling company for several years
    .

    __________________


    ...Yahoo has lacked an effective strategy for a decade.  ..It has no technology advantage, no product advantage and no market advantage.  It is so weak in all markets that its only value has been as a second competitor that keeps the market leader from being attacked as a monopolist!


    A series of CEOs have been unable to develop a new strategy for Yahoo to make it more like Amazon or Apple and less like – well, Yahoo. 


    ...Ms. Mayer was brought into the flailing company from Google, which is a market leader, to turn around Yahoo.  But she’s been on the job 7 months, and there still is no apparent strategy to return Yahoo to greatness.


    Related posts by Deb:


         

       


    Deb Nystrom, REVELN's insight:

    Yahoo's spotlight in the news seems to now be a cautionary tale about how not to change. 


    Mayer's success at Google seems as if it is not translating into vision and right action (first steps), even after 7 months, at Yahoo.

    Leadership IS about followers and inspiration to adapt.  Yahoo seems to have chosen conventional communication (email) as well as traditional management techniques in a company that seems more and more old school in adapting to change. 


    If nothing else, Yahoo, note, the medium is the message, a quote from Marshall McLuhan.

    ~  Deb 

    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    New Approaches on the Fed Fast Track: Did Charles Evans Save the Recovery?

    New Approaches on the Fed Fast Track: Did Charles Evans Save the Recovery? | Change Leadership Watch | Scoop.it
    Chicago Fed president Charles Evans has gone from dissenter to intellectual leader in just a year. The future of the recovery might be at stake
    Deb Nystrom, REVELN's insight:

    When a post features statements like this, " just a year later, the Fed has fully embraced the so-called Evans rule by linking interest rates to the unemployment rate." - it's time to take notice of what captured minds, as well as hearts and the hands on the wheel of interest rates change."  ~  D

    more...
    No comment yet.
    Rescooped by Deb Nystrom, REVELN from Transformational Leadership
    Scoop.it!

    Influence, Service and the 100 Best Quotes on Leadership - Forbes

    Influence, Service and the 100 Best Quotes on Leadership - Forbes | Change Leadership Watch | Scoop.it

    "A great quote can provide personal inspiration and can be used to educate others. The contributor shares his top 100 leadership quotes of all time."


    Excerpted (some of my own favorites taken from Kevin's list):


    • You don’t need a title to be a leader. –Multiple Attributions
      
    • A leader is one who knows the way, goes the way, and shows the way. —John Maxwell
      
    • My own definition of leadership is this: The capacity and the will to rally men and women to a common purpose and the character which inspires confidence. —General Montgomery
      
    • Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations. —Peter Drucker
      
    • Never doubt that a small group of thoughtful, concerned citizens can change world. Indeed it is the only thing that ever has. —Margaret Mead
      
    • The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born. —Warren Bennis
      
    • To command is to serve, nothing more and nothing less. —Andre Malraux
       
    • He who has never learned to obey cannot be a good commander. —Aristotle


    Deb:  It seems to be true, per another Scoop, that leadership, in a sense, doesn't really exist, from Peter Drucker's perspective.  It is about trust, respect, leader development opportunity, influence and community (relationship / networks / feedback.)   That's my perspective on the leadership-train-talk.


    (Have a favorite quote that didn't make the list? Share it in the comments section below.)


    Via Dr. Susan Bainbridge
    more...
    No comment yet.
    Scooped by Deb Nystrom, REVELN
    Scoop.it!

    Leadership Challenges: Embrace paradoxes to move forward

    Leadership Challenges: Embrace paradoxes to move forward | Change Leadership Watch | Scoop.it

    "This provocative post highlights current business paradoxes challenging leaders:  change or remain stable, complexity versus simplicity, growth and sustainability and more."


    After seeing evidence of our increasingly VUCA world, one that is growing in its Volatile, Uncertain, Complex and Ambiguous characteristics, this useful list of paradoxes resonates.  Does it resonate to your experience?

     

    ___________________________

      

    Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

    ___________________________

       


    Excerpted:

      

    Paradox 1: growth versus sustainability

    Growth as it is currently defined tends to result in an unquestioned and unchecked consumption of resources. Sustainability considerations are generally considered to put a major strain on growth ambitions.


    The way forward is innovation, but another paradox present itself:

      

    Paradox 2: innovating versus operating

    Innovation is increasingly about service, process, business model and social innovation.

    However, focusing on innovation does not mean ignoring operations. The trick is that what allows operations to thrive can seriously get in the way of innovation and vice versa.

      

    Paradox 3:  change versus continuity

    If you try to innovate too many things at once you will end up with chaos, if you do not change at all your organisation will decline. What is the right balance?

      

    Paradox 4: collaboration versus competition

    Business is inherently competitive yet today, collaboration is common, with most companies having collaborated with their suppliers and their customers. Leading companies are promoting collaboration through crowdsourcing or with competitors.

      

    Paradox 5: complexity versus simplicity

    Demands on leaders result in increasing levels of complexity, arising from the number of possible, unpredictable interactions between collaborate, compete; change, remain stable; innovation or operational excellence; growth or sustainability. Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

      

    Paradox 6: Heart versus mind

    Decisions need to be made in the face of incomplete analysis, unpredictable outcomes and changing circumstances. The foundations for analysis and factual arguments differ from emotional and visionary engagement; people who excel at one are not necessarily particularly good at the other and yet both are needed.

      

    Read the full article by Dr Bettina von Stamm here.

    more...
    No comment yet.