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
When it comes to the brain, ‘use it or lose it’ should be the mantra. Every moment of every day, your brain is looking to prune old neurons to make way for new pathways in response to new stimuli. The process can occur simultaneously in groups of people and there are major implications for the way we work, argues the University of Adelaide’s Dr Fiona Kerr.
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. An overly rational, reductionist view of human behaviour had tipped the world to the brink of f
Forget dismal predictions of an impending downturn, we need to start focusing on the huge opportunities that exist in the rapidly expanding economies of Asia.
Eugene Fernandez's insight:
I cant help but agree with Adam's analysis. We live in a region where OPPORTUNITY should be a word that first springs to mind, combine that with one of the most culturally diverse populations in the world and opportunity should literally be raining down so hard on the windscreen that the wipers cannot keep up. What we have though is a vehicle pointing forward and a driver whose seat is firmly placed facing the rear window trying to steer. Its pretty hard to move forward when you are focused on the rear end.
I recently completed a series of coaching sessions with General Managers using a personality-based instrument to help them gain further insight into people’s strengths and preferences.I was encouraging Rob one of the GM’s to utilise LinkedIn as a means to grow his network and as an opportunity to spread his influence. Rob is quietly spoken, thoughtful, logical and extremely analytical - his response was that it was a waste of time. He stated ‘the times when I log on I am bombarded with articles
Queensland voters have abandoned a government in stunning fashion. What happened? Policy and campaign analysis aside, there were some fundamental audience engagement issues. “Personality” is a key to engaging audiences The LNP's problems in the last term come back to a central issue – the personality of Campbell Newman and his government.We attach personality traits to many things – businesses, governments and sporting teams included. In the months after Anna Bligh’s despised Labor Government wa
Eugene Fernandez's insight:
Excellent article Michael - We are certainly seeing the death knell of the abrasive, lone wolf leader. They usually rise to the fore in times of crisis where their narrow non-inclusive vision finds solace within a community seeking safety. The world needs leaders who are adaptable and willing to engage with the community and their issues. The great examples you quote certainly have all of the hallmarks of 'Servant Leaders' perhaps their time has come!
An excellent real life Australian Case study. There are many layers to the analysis including an expose of leadership at its most profound. Along with Collins Level 5 leadership, I'll add that this is a great example of Bass’s Transformational leadership through Captain de Crespigny’s living demonstration of moral and ethical leadership.
One of the better articles on Mindfulness and Leadership, which is approached from a western scientific tradition as opposed to the more popular spiritual and contemplative tradition. I am a great fan of Ellen Langer’s work and draw on her vivid examples in many of my workshops. Don who I personally know is one of Australia’s outstanding authors and consultants in the areas of leadership and mindfulness.
Three key aspects of mindfulness are explored: Alertness to multiple perspectives; Active self-reappraisal; and Attentiveness to our use of language.
The final section insightfully asks us to explore the fundamental question about 'What' Leadership is for and 'What' is its purpose.
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.
SaaS companies are marvelous businesses. They are more predictable than most other kinds of companies and in addition they demonstrate leverage from technology. The best SaaS companies are able to build strong brands, develop scalable products and hire teams to bring those products to market effectively.To show the power of the convergence of these forces, I’ve analyzed the employee productivity patterns of the 50+ publicly traded SaaS companies.The chart above shows the headcount growth of the
Unilever chief executive Paul Polman explains why capitalism must evolve, his company’s efforts to change, and how business leaders are critical to solving intractable problems. A McKinsey Quarterly article.
Eugene Fernandez's insight:
A great example of a shift in corporate consciousness by an industry leader. We need Leaders who think systemically, work more transparently and in partnership with others. The shift in emphasis from shareholder to employee to society expands the footprint and responsibility of business, holding it accountable in the long term for the manner in which it chooses to operate and exist.
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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