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What Does It Mean to Be Comfortable?

What Does It Mean to Be Comfortable? | DOORs to Leadership and Change | Scoop.it
As the world’s cultures become more homogeneous, so has the definition of comfort.
Eugene Fernandez's insight:

Food for thought. The psychology associated with comfort interested me, along with our now universal expectations around it. A few years ago, we  had relatives from Canada stay at our place in Sydney (old federation cottage) they could not cope with the cold as it was/is not centrally heated. A few years down the track many of the houses around us are now very modern with concrete, glass and flat roofs. They survive because of air-conditioning whilst we reach for a thicker jumper in winter or turn on a gas heater in the family room. The warmer family room also encourages us to band together as a family. Interestingly, we are also cool as a cucumber in summer whilst the others are burning fuel and cash.

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Leadership culture not the leader that makes the difference - FT.com

Leadership culture not the leader that makes the difference - FT.com | DOORs to Leadership and Change | Scoop.it
Groundbreaking research on serious accidents and disasters demonstrates a clear link between an organisation’s leadership culture and the likelihood of these events occurring. An organisation’s leadership culture can save lives or end them, wreck
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The Trouble With Strategy | LinkedIn

The Trouble With Strategy | LinkedIn | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Strategies Achilles heel has always been the distance that separates the dizzy heights of the executive and board with the reality of execution on the ground. It is not surprising that your data shows a continued disconnect with 81% of 'C suite' thinking that strategy is exceeding expectations whilst 48% are less optimistic. There are number of issues in my experience, firstly echoing Maree’s comment - strategy needs to follow a foresight and futures process that engages with the emergent and complex nature of the business and its environment. This in my experience does not happen to the level required. Strategy is also an iterative conversation that occurs within all corners of the business, its a mindset that balances working in the business and on the business. This can only occur if there is investment in relational building and real dialogue. Doing the above will help with alignment and execution. I also think that it is not an either or argument about agility. ‘Agility’ itself could be viewed as a strategy from a capability enhancement and capacity building (RBV) perspective.

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Build a change platform, not a change program | McKinsey & Company

Build a change platform, not a change program | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. A McKinsey & Company article.
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Ye gods: an efficient orchestra! | Henry Mintzberg

Ye gods: an efficient orchestra! | Henry Mintzberg | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

A great spoof on the quest for efficiency at all costs.

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Learn to ignore instructions from your inner ear - HR Future: South Africa's Leading Print, Digital and Online Human Strategy Magazine

Learn to ignore instructions from your inner ear - HR Future: South Africa's Leading Print, Digital and Online Human Strategy Magazine | DOORs to Leadership and Change | Scoop.it
Leaders, like pilots, need to learn to overcome certain messages when faced with difficult circumstances. By Jon Foster-Pedley
When a helicopter captain is hovering in a gale at night, over a lurching trawler
Eugene Fernandez's insight:

Excellent article - Demonstrating that all three characteristics -Ethos (spirit), Pathos (emotion) and Logos (logic) are important enablers for leadership practice.

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Peer Coaching as a Tool for Culture Change

Peer Coaching as a Tool for Culture Change | DOORs to Leadership and Change | Scoop.it
Sometimes the best approaches to revamp an organization’s culture come from the employee level, rather than edicts issued by senior executives.
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Legacy Wars: Steve Jobs vs. Bill Gates

Legacy Wars: Steve Jobs vs. Bill Gates | DOORs to Leadership and Change | Scoop.it
Not long ago, Malcolm Gladwell made a bold prediction. Fifty years from now, Apple will be around and Microsoft will be gone, but Bill Gates will be remembered—and Steve Jobs won’t.As surprising as
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How Successful People Stay Calm

How Successful People Stay Calm | DOORs to Leadership and Change | Scoop.it
The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90%
Eugene Fernandez's insight:

10 key points to help with staying calm under pressure.

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The Collaboration Paradox: Why Working Together Often Yields Weaker Results

The Collaboration Paradox: Why Working Together Often Yields Weaker Results | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

The dangers of group think and pressure to conform to group norms can limit the benefits of collaboration. Collaboration can be enhanced by differentiating between roles and complimentary skills and I would like to add a vital key point from my experience - Fostering and promoting positive regard for each other.

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Forget the Mission Statement. Ask the Mission Question

Forget the Mission Statement.  Ask the Mission Question | DOORs to Leadership and Change | Scoop.it
The right questions can motivate people and spur innovation
Eugene Fernandez's insight:

Questions are a powerful means to build a collaborative mission.

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Is there Leadership in Management?

Is there Leadership in Management? | DOORs to Leadership and Change | Scoop.it
The Management in Leadership and The Leadership in ManagementI know this is well trodden ground and academia and the press are rife with arguments and debates about the difference between Leadership and Management and that we should not confuse one for the other.John Kotter in his article ‘Management is (still) not Leadership' states that it drives him crazy when people use the words Leadership and Management synonymously. He sees management as employing complex processes involving planning, bud
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Adapting the Art of Strategy to Your World

Adapting the Art of Strategy to Your World | DOORs to Leadership and Change | Scoop.it
Strategy is almost always about how you choose to interact with and adapt
to your environment and market opportunities. The World Strategy Week
series of webinars this month offered quick insight into how much the art
of strategy is also adapting to today’s environment.
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Tower Issue 11: The new Silk Road - | UTS Alumni - Stay Connected

Tower Issue 11: The new Silk Road - | UTS Alumni - Stay Connected | DOORs to Leadership and Change | Scoop.it
Chinese students are also the largest cohort of international students in Australian higher education institutions, with 119,000 enrolled last year, accounting for more than 40 per cent. of international students in Australia. Also, according to the Department of Foreign Affairs and Trade, China is Australia’s second most significant source of tourists, with 709,000 Chinese holidaying here in 2013.

From China’s perspective, Australia is China’s second most important destination for outbound direct investment, just fractionally behind the US, with more than $57 billion of accumulated investment coming into Australia since 2005, according to a recent report on the topic by KPMG.
Eugene Fernandez's insight:

UTS has just opened the Australia China Relations Institute (ACRI), the first think-tank of its kind in the country. Trade between Australia and China in 2013 was a healthy 150billion. Chinese students are also the largest cohort of international students in Australian higher education institutions, with 119,000 enrolled last year, accounting for more than 40 per cent. of international students in Australia. Also, according to the Department of Foreign Affairs and Trade, China is Australia’s second most significant source of tourists, with 709,000 Chinese holidaying here in 2013.

From China’s perspective, Australia is China’s second most important destination for outbound direct investment, just fractionally behind the US, with more than $57 billion of accumulated investment coming into Australia since 2005, according to a recent report on the topic by KPMG.

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Executive Confidence Hurt by Lack of Leadership Development

Executive Confidence Hurt by Lack of Leadership Development | DOORs to Leadership and Change | Scoop.it
Deloitte just released new research which shows an astounding gap between what business executives say and what they do, and one of the biggest issues highlighted is a lack of focus on leadership development. A majority of America's top business leaders (66 percent of CXOs and 63 percent of CXOs in waiting, [...]
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The Values of “Insightfully Aware” Leaders

The Values of “Insightfully Aware” Leaders | DOORs to Leadership and Change | Scoop.it
Values are the principles and standards that motivate us in life. They are our basic convictions; our belief that tells us what is right, good, or...
Eugene Fernandez's insight:
Excellent article with additional links to help leaders to understand and hold more transparent conversations that delve into the deeper aspects of what motivates and drives us.Articulating and crystallising our values along with an openness to receive feedback about how others perceive our behaviours in action is critical to Leadership. 
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Eugene Fernandez's comment, November 1, 7:21 AM
Cheers John, it is a good article.
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The Paradox of the Future 1

The Paradox of the Future 1 | DOORs to Leadership and Change | Scoop.it
The idea of the future as a paradox has emerged for me from the work of Bob De Wit and Ron Myers in their book Strategy Synthesis: Resolving Strategic Paradoxes to Create Competitive Advantage* whe...
Eugene Fernandez's insight:

Marre's two part blog on the Paradox of the Future provides an excellent overview of the key enablers of strategic foresight. Part one contrasts a futures oriented approach to conventional rational and logical based strategy. She comments that "The biggest issue in dealing with the paradox of the future is finding the time and resources to put thinking about the future at the core of strategy and to make it the default thinking mode at the organisation."

 

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NEUROSCIENCE AND LEADERSHIP: THE PROMISE OF INSIGHTS - Ivey Business Journal

Emerging findings in neuroscience research suggest why inspiring and supportive relationships are important -- they help activate openness to new ideas and a
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Monkey leaders have different brains

Monkey leaders have different brains | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Interesting 'emerging' research about the different structure of monkey brains depending on their social pecking order. I use the word 'emerging' to show that any 'bit' of research based on neuroscience is a work in  progress - particularly given the liberal assumptions and inferences the author draws from the research. Gives added weight to the term 'Monkeying around' ha ha!

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The Most Underestimated Skill of A Great Leader

The Most Underestimated Skill of A Great Leader | DOORs to Leadership and Change | Scoop.it
Highly respected management guru Warren Bennis once stated that as a successful leader you need to be effective and efficient at the same time. Effective being defined as "Doing the right things."
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Trust

Trust | DOORs to Leadership and Change | Scoop.it
Levels of Trust across Countries Levels of Trust by Country: 'Generally speaking, would you say that most people can be trusted or that you need to be very car
Eugene Fernandez's insight:

Trust impacts all of our interactions in life. The simple correlation
between national rates of investment (gross investment/GDP)
and trust is strongly negative; when trust is low, investment
lags.

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The Science Behind Why Small Teams Work More Productively

The Science Behind Why Small Teams Work More Productively | DOORs to Leadership and Change | Scoop.it
A look inside Jeff Bezos’ two pizza rule and what you can learn from it.
Eugene Fernandez's insight:

Smaller teams have higher productivity, less social loafing and more accountability. Smaller in this case is touted at roughly 7.

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Ivon Prefontaine's curator insight, July 8, 9:37 AM

I read on an educational blog several months ago that groupthink is OK.It is good to hear that Jeff Bezos and other think otherwise.

Stephen Hinwood's comment, July 8, 9:12 PM
Nice article, good find Eugene. I very much agree with the topics in this article and have experienced this myself. I'd add that putting the right people in the right role is very important in any case, but in small teams even more so. In my experience a highly productive small team MUST be constructed with people who will work together well. It may seem like common sense, but this is the realm of good management which is not actually common. One can't simply take any group of staff and make a productive team. Regardless of what size the team is, getting the right people is the foundation. Get the people right and small expert teams are EXTREMELY productive.
Eugene Fernandez's comment, July 9, 5:47 AM
Good validation Stephen about getting the right team members in the first place- Saves a lot of wasted effort and energy which I have seen time and again.
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20 Paradoxes That Give Us Wisdom and Perspective

20 Paradoxes That Give Us Wisdom and Perspective | DOORs to Leadership and Change | Scoop.it
Paradoxes may seem logically impossible, but they're often true. From everyday tips to poignant life lessons, paradoxes teach us how to navigate the world.

Via John Lasschuit ®™
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John Lasschuit ®™'s curator insight, June 6, 1:52 PM

Each paradox is true. But what's in common mostly:

If you want something don't search for it.