DOORs to Leadership and Change
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Metanoa

Metanoa | DOORs to Leadership and Change | Scoop.it
Metanoa provides tailored organizational interventions in the areas of organizational change, wisdom management, leadership, strategic human resources and organizational development.
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Eugenes article on DOOR to Deep Learning explores his development of the DOOR model which stands for Design, Operate , Observe and Reflect and its application to the process of Leadership practise and Change.

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Eugene Fernandez's comment, January 6, 2013 3:35 AM
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Through the Looking Glass - On Leadership

Through the Looking Glass - On Leadership | DOORs to Leadership and Change | Scoop.it
By: Dr Eugene Fernandez Lewis was walking past the office kitchen when he overheard a hushed conversation - off with his head I say, off with his head, it was the voice of Carol his executive
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Ivon Prefontaine's curator insight, February 9, 10:22 PM

Leadership programs are formulaic. Leadership is a performance and a leader's character are important.

Eugene Fernandez's comment, February 10, 4:23 AM
Thanks for your comments Ivon.
Eugene Fernandez's comment, February 10, 4:25 AM
Thanks for your comments Ivon and for scooping the article.
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12 Critical Competencies For Leadership in the Future — Medium

12 Critical Competencies For Leadership in the Future — Medium | DOORs to Leadership and Change | Scoop.it
The rate of change in the business world today is greater than our ability to respond.

Via John Lasschuit ®™
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John Lasschuit ®™'s curator insight, June 3, 7:06 AM

Nice overview by Tammay Vora. How to survive in a Volatile, Uncertain, Complex and Ambiguous world.

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Humanacide - Probable future

This video is about a probable future confronting us. We may still have a choice to work at creating a future that we and our children would prefer to live in.
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New Research Shows Why Focus On Teams, Not Just Leaders, Is Key To Business Performance - Forbes

New Research Shows Why Focus On Teams, Not Just Leaders, Is Key To Business Performance - Forbes | DOORs to Leadership and Change | Scoop.it
Deloitte just launched a study of people challenges in business, Deloitte Human Capital Trends 2016, and the results were striking. Among the 7,000+ companies who responded (in over 130 countries), the #1 issue on leaders minds is "how to redesign our organizational structure" to meet the demands of the workforce and business [...]
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We Don’t Need Another Hero CEO

We Don’t Need Another Hero CEO | DOORs to Leadership and Change | Scoop.it
Quiet managers who foster teamwork produce better results than blustery leaders.
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The purpose of purpose

The purpose of purpose | DOORs to Leadership and Change | Scoop.it
Lately I have been turning my attention to the subject of ‘purpose’.  My friend Pete Burden and I are busy drafting a paper for a conference dedicated to ‘Organisations with Purpose’; in short what might our response be to corporate scandals and a lack of ethics in business. It seems that people are all too…
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The Most Important Leadership Competencies, According to Leaders Around the World

The Most Important Leadership Competencies, According to Leaders Around the World | DOORs to Leadership and Change | Scoop.it
They’re all hard to improve because they run counter to our instincts.
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Smart People Doing Dumb Things: Lessons for Big and Small

Smart People Doing Dumb Things: Lessons for Big and Small | DOORs to Leadership and Change | Scoop.it
Good article Graham. I had just completed an assignment at Bunnings at the time and would add to your arguments that Woolworths focus on rivalry with its major competitor not only failed to factor and calibrate some of the key aspects of Porters five forces but more importantly, failed to understand the capabilities that were inherent within Wesfarmers, in this case, the work on culture, structure and the accumulated intangible and tacit learning that was built into the fabric of Bunnings operations.
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What Is Leadership, Anyway?

What Is Leadership, Anyway? | DOORs to Leadership and Change | Scoop.it
Joshua Rothman on “Leadership: Essential Writings by Our Greatest Thinkers,” edited by Elizabeth Samet.
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The world's largest investor just sent this letter to CEOs everywhere

The world's largest investor just sent this letter to CEOs everywhere | DOORs to Leadership and Change | Scoop.it
quarterly earnings reports would be transformed from an instrument of incessant short-termism into a building block of long-term behaviour. They would serve as a useful “electrocardiogram” for companies, providing information on how companies are performing against the “baseline EKG” of their long-term plan for value creation.
Eugene Fernandez's insight:

Heavy hitting points - 'Today’s culture of quarterly earnings hysteria is totally contrary to the long-term approach we need' and I like the analogy of 'quarterly earnings reports would be transformed from an instrument of incessant short-termism into a building block of long-term behaviour. They would serve as a useful “electrocardiogram” for companies, providing information on how companies are performing against the “baseline EKG” of their long-term plan for value creation'.

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Toward a value-creating board | McKinsey & Company

Toward a value-creating board | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
The amount of time board directors spend on their work and commit to strategy is rising. But in a new survey, few respondents rate their boards as effective at most tasks or report good feedback or training practices. A McKinsey & Company article.
Eugene Fernandez's insight:

The McKenzie survey frames their results under three types of Boards - The Ineffective Board, The Complacent Board and The Striving Board.

 

Off significance is that the ‘Striving board' values  a strong culture of trust and respect, and works at  constructively challenging each other and the ELT. They are also far better than 'Complacent boards’ at strategy and performance management. Dig a little deeper though into the data and you see that only 26 percent rate their boards overall effectiveness as high.  

Three strategies are outlined for improvement: Spend more time on board work; balance trust with challenging discourse and appoint an ambitious chair.

I would add one more, spend more time on Thinking Strategically about the business as opposed to enacting ‘Strategy’.  Strategy is a much maligned word, in practise, most boards focus on the  operational aspects of strategy. Strategic thinking on the other hand  enables a different way of framing and focusing on the organisations future state.

 

For many Directors this way of thinking is both strange and unfamiliar as their professional practice is deeply entrenched in a more logical, analytical, cause and effect model. Strategic thinking however can remain too focused in the head space and needs the three strategies for improvement outlined above for it to be integrated into board practice.

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Consulting on the Cusp of Disruption

The industry that has long helped others sidestep strategic threats is itself being upended.
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The six signature traits of inclusive leadership: Thriving in a diverse new world

The six signature traits of inclusive leadership: Thriving in a diverse new world | DOORs to Leadership and Change | Scoop.it
Diversity of markets, customers, ideas, and talent is driving the need for inclusion as a new leadership capability. Here are six attributes of leaders who display the ability to not only embrace individual differences, but to potentially leverage them for competitive advantage.

Via John Lasschuit ®™
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John Lasschuit ®™'s curator insight, June 13, 4:08 PM

By Bernadette Dillon & Juliet Bourke. What will it take to be a great leader in the future?

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What we need is more leadership…Really?

What we need is more leadership…Really? | DOORs to Leadership and Change | Scoop.it
The world is desperate for more leaders, and organizations are obsessed with leadership development. Seems like a match made in heaven. In the US alone, a 2012 Bersin/Deloitte study estimated that the
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Decoding leadership: What really matters | McKinsey & Company

Decoding leadership: What really matters | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
New research suggests that the secret to developing effective leaders is to encourage four types of behavior.
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What Google Learned From Its Quest to Build the Perfect Team

What Google Learned From Its Quest to Build the Perfect Team | DOORs to Leadership and Change | Scoop.it
New research reveals surprising truths about why some work groups thrive and others falter.
Eugene Fernandez's insight:
Excellent article and a great case study about the learning and insights from observing teams within Google. There is much to be gained from holding team conversations, establishing and working consistently at the behaviours outlined in the team charter and having real and meaningful dialogue.
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Future Trends: Urban Farm Pods, Home AI, and PostCapitalism

Future Trends: Urban Farm Pods, Home AI, and PostCapitalism | DOORs to Leadership and Change | Scoop.it
Each week Nikolas Badminton, Futurist Speaker, summarizes the top-5 future looking developments and news items that I find to be inspiring, interesting, concerning, or downright strange. Each day he
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Thriving in the Digital Economy - Coffee with Nicki Page - CEO MOQdigital - Quorum

Thriving in the Digital Economy - Coffee with Nicki Page - CEO MOQdigital - Quorum | DOORs to Leadership and Change | Scoop.it
From this experience I learned that you have to be open to opportunity as the biggest surprises may just come your way. But you have to be at the game to catch the ball.
Eugene Fernandez's insight:

An inspirational interview with Nicki Page. There is much that any aspiring CEO or Leader could learn from this interview. I valued the comments on 'You really go through a phase of needing to perform and transform at the same time and take all staff and customers on a new journey with you' and 'talented people that genuinely believe they can make a difference to the world through the smart integration of technology' and the piece de resistance for me was the Great story about the baseball game and the analogy ‘- You have to be at the game to catch the ball.

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Want to be a better leader? Observe more and react less. | McKinsey & Company

Want to be a better leader? Observe more and react less. | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
Overloaded executives need coping mechanisms. This personal reflection shows how meditation can help. A McKinsey Quarterly article.
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Building a forward-looking board | McKinsey & Company

Building a forward-looking board | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
Directors should spend a greater share of their time shaping an agenda for the future. A McKinsey Quarterly article.
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Leading in an Increasingly VUCA World

Leading in an Increasingly VUCA World | DOORs to Leadership and Change | Scoop.it
The world is getting more dynamic and complex, not less, so leaders must learn how to surmount new challenges.
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Ivon Prefontaine's curator insight, February 10, 3:07 PM

Surmounting new challenges is about sharing the load. Good leaders understand that others help in VUCA times.

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The Creative Director Oxymoron

The Creative Director Oxymoron | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

 

Excellent article Julie, highlighting some of the key constraints to creativity within boards and organisations. Boards influence the strategic landscape and risk appetite within organisations, it takes a pretty savvy CEO to manage both the obligatory minds cape of the board whilst infusing the executive and group managers with the mandate to play and create. True Creativity by its very nature is destructive, it bears no allegiance to what is. To flourish it needs real time space, active support and a mindset that capitalises on learning from failure and in some cases deliberate failure.

It a source of frustration (for me and some of executive teams I work with) that the work that we do 'to challenge the taken for granted assumptions and practices’ within the organisations and the executive, very rarely gets beyond a brief sentence on the board agenda. In many cases it is massaged and cloaked for fear that the heavy hand of the board (the perception  of the tried, true and safe - in your words the ‘established’)  could snuff out what  is in  gestation and emerging. I acknowledge that this game within the game is not ideal, however it is pragmatic and wise, given the time constraints around board meetings and the emphasis on an overtly rational and deterministic frame (this frame of thinking is reinforced and amplified by the nature of the professions currently on boards). I agree that the term 'Creative Director' is currently Oxymoronic, but as  Juliet refers to Romeo as a "fiend angelical!” there is hope that the “Creative Director" can be a term that bridges this divide.

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