DOORs to Leadership and Change
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11 quotes that show the US’s smartest economists can be just as clueless as everyone else

11 quotes that show the US’s smartest economists can be just as clueless as everyone else | DOORs to Leadership and Change | Scoop.it
Central bankers these days seem to rule the world.
Eugene Fernandez's insight:

Eugene’s comments:
The Philosopher Ayer states.
To begin with, it is surely obvious that there is something amiss with the attempt to incorporate the world in a deductive system, in which everything follows logically from a set of self-evident first principles…
The more factual content a deductive system appears to have, the greater the likelihood that factual assumptions are concealed in the axioms or the definitions.(Ayer 1973)
An overly rational, reductionist view of human behaviour had tipped the world to the brink of financial collapse with the Global Financial Crisis (GFC, 2008). With no less than the highly venerated guru of capitalism the former federal reserve board chairman Alan Greenspan stating that “capitalism was built on a fundamental flaw”. The failure of leaders in the financial sector to pursue their self-interests in an enlightened, rational manner, as they were supposed to do. Instead, their common sense was allowed to be overwhelmed by greed, infecting the whole system that is designed to run on the basis of rational deliberation.

The "mistake" the former Chairman says he made was his failure to notice signs of infection early enough to inoculate the system, Sadly, when you are entrenched in the system it is hard to see it from outside its boundaries, The hot water and the boiling frog example comes to mind here. Ayer’s criticism also applies here, the system was inherently built on a set of false and naive assumptions that disregarded the totality of human behaviour, focusing on a rather narrow rational lens. (Soros 1998) commented that "market fundamentalism," a term he coined had rendered the capitalist system unsound, it was based on the dogma that markets work better for the heavy hitters to the extent that they are unregulated and for the great unwashed to the extent that heavy hitters' capital gains trickle down to them.
He argues that there is a widespread belief that markets are self-correcting and operate like a pendulum, tending towards equilibrium. He states this belief is false.
“Financial markets are given to excesses and if a boom/bust sequence progresses beyond a certain point, it will never revert to where it came from….[instead], financial markets act like a wrecking ball, knocking over one economy over another”. (Soros, 1998,pXvi)
Sadly, close to a decade later the 2008 GFC proved Soros correct. We don't have to be rocket scientists to know that this will unfortunately happen again. With the dramatic increase in Algorithmic high frequency trading the risk is now magnified.

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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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Leadership Development Canvas - Center for Creative Leadership

Leadership Development Canvas - Center for Creative Leadership | DOORs to Leadership and Change | Scoop.it
Canvases are being used as design tools in leadership development, as a way of visually bringing together all the relevant areas of a certain challenge.
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Noel Turnbull's Australian Leadership Insights: "an open, almost democratic approach"

Noel Turnbull's Australian Leadership Insights: "an open, almost democratic approach" | DOORs to Leadership and Change | Scoop.it
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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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Why Leadership Training Fails—and What to Do About It

Companies spend billions on programs that don’t pay off. Here’s how to fix that.
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How Can We Hold the “Leadership Industry” Accountable?

How Can We Hold the “Leadership Industry” Accountable? | DOORs to Leadership and Change | Scoop.it
SUMMING UP This month’s reader comments provide little hope that the leadership-development industry can achieve its goals, says James Heskett. So why does the leadership industry continue to thrive?
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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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