DOORs to Leadership and Change
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A Leader’s Network Part 1: Influence Without Authority | Leading Effectively: Official Blog of the Center for Creative Leadership

A Leader’s Network Part 1: Influence Without Authority | Leading Effectively: Official Blog of the Center for Creative Leadership | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

A useful paperbased diagnostic to plot your network and to develop action plans to better utilise the network.

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Ivon Prefontaine, PhD's curator insight, August 21, 2013 7:54 PM

Leadership in the 21st Century should look different than it did previously. It just does not.

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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, PhD's curator insight, February 9, 2016 10:22 PM

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

Eugene Fernandez's comment, February 10, 2016 4:23 AM
Thanks for your comments Ivon.
Eugene Fernandez's comment, February 10, 2016 4:25 AM
Thanks for your comments Ivon and for scooping the article.
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What every leader needs to navigate the Fourth Industrial Revolution

What every leader needs to navigate the Fourth Industrial Revolution | DOORs to Leadership and Change | Scoop.it
A new strategic narrative is required to unite individuals, industries and countries around a long-term vision for a better world.
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What’s missing in leadership development? | McKinsey & Company

What’s missing in leadership development? | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
Only a few actions matter, and they require the CEO’s attention.
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Agency: The Vital Center of Leader Action

Agency: The Vital Center of Leader Action | DOORs to Leadership and Change | Scoop.it
Building capacity for aligned acts of leadership at all levels

There is no more emblematic aspect of leadership, especially in the West,
than our freedom to choose, to initiate purposive action, and to persevere
and adaptively change our approach to the goal in the face of resistance or
opp
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Why Wisdom Can’t Be Taught

Why Wisdom Can’t Be Taught | DOORs to Leadership and Change | Scoop.it
" As the saying goes, ‘knowledge speaks but wisdom listens’. Wise people are blessed with good judgement. In addition, they possess the qualities of sincerity and authenticity, the former implying a willingness to say what you mean, the latter to be what you are. "
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The family battle behind the sale of S. Kidman & Co's cattle empire

The family battle behind the sale of S. Kidman & Co's cattle empire | DOORs to Leadership and Change | Scoop.it
For the first time, Kidman family member Will Abel Smith opens up about his failed plan to keep the company in family hands.
Eugene Fernandez's insight:
A good Australian case study with many off the key strengths and weaknesses inherent in family based businesses, however on an epic scale. The lessons from S.Kidman and Co could be contrasted with the Wagners, a regional family based business where a more cohesive family of four brothers employ a longterm view coupled with a speed to market strategy - written up in the April issue of Company Director.
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Building Trust while Cutting Costs

Building Trust while Cutting Costs | DOORs to Leadership and Change | Scoop.it
During a restructuring, rumors spread and fear takes hold. You can reduce the turmoil by finding ways to inform, empower, and inspire employees.
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Are CEO’s staying longer but losing trust?

Are CEO’s staying longer but losing trust? | DOORs to Leadership and Change | Scoop.it
CEO Credibility and Trust are at an all-time low but their tenure is at all-time high. The average total tenure for a S&P 500 chief executives in 2016
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Thank you Warren, Melinda and Bill.

Thank you Warren, Melinda and Bill. | DOORs to Leadership and Change | Scoop.it
A living example where principled action and a healthy dose of optimism can and will change the world. The 2007 annual letter to Warren Buffet from
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Where companies with a long-term view outperform their peers | McKinsey & Company

Where companies with a long-term view outperform their peers | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
Our new Corporate Horizon Index provides systematic evidence that a long-term approach can lead to superior performance for revenue and earnings, investment, market capitalization, and job creation.
Eugene Fernandez's insight:
A Mckinsey Global Institute Study affirms that Longer Term View (LTV) companies outperform their shorter-term peers. The study was based on a sample of 615 large and mid-cap US publicly listed companies from 2001 to 2015 used what they have called a five-factor Corporate Horizon Index (CHI) 

The study also found that more companies are becoming increasingly short-term based on the studies median score. 

The revenue of LTV firms cumulatively grew on average 47 percent more than the revenue of other firms, and with less volatility. 

Cumulatively the earnings of long-term firms grew 36 percent more on average over this period than those of other firms, and their economic profit grew 81 percent more on average. long-term companies on average spent almost 50 percent more on R&D than other companies.

I would suggest reading the report for a more extensive analysis. Interestingly I did not seem to locate a definition of what a long term horizon entails i.e. The number of years ahead.

McKinsey’s findings follow a common pattern. AT Kerney’s strategy study in 2014 pointed to similar outcomes where companies with longer strategy cycles—five years or more—85 percent see beneficial results. For companies whose strategy cycles are less than five years, 53 percent are successful. Interestingly, there is little difference between companies that take an ad-hoc approach to strategy (46 percent) and those with planned strategy cycles of less than five years (47 percent). Importantly only 6 percent of companies have strategy cycles of more than 5 years.


My comments on a Company Directors site:

Thanks for the example James. I have heard similar sentiments about ‘not knowing what tomorrow has to offer let alone plan for 5 years ahead’. It often alludes to a gap in visible Leadership, content to work with the known and assuming that the future is an extension of today. This atrophies the thinking of the board and executive, creating a double bind for the organisation because when and if they choose to respond to a threat, the adaptability, critical thinking and aligned responsiveness will not be part of their DNA. As Roland points out ‘ Its the quality of the execution thats paramount’ - this needs the mental architecture, the organisational systems that Jennifer comments on and most importantly as Fulvio alludes to, the need to see this as an iterative ongoing value creation process. 
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The Data That Turned the World Upside Down

The Data That Turned the World Upside Down | DOORs to Leadership and Change | Scoop.it
Psychologist Michal Kosinski developed a method to analyze people in minute detail based on their Facebook activity. Did a similar tool help propel Donald Trump to victory?
Eugene Fernandez's insight:
 A big data approach provided deep and individualised insights on human behaviour, significantly framing the underlying strategies of the US election - The foundational algorithm drew on the well researched Big Five personality traits to profile and categorise people and their world views, thereby providing for targeted and individualised messaging to influence their votes. The background story about the original research, the researchers intent and the ensuing industrial espionage provide a useful case study and lessons for the future.
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Leadership challenges of the Fourth Industrial Revolution

Leadership challenges of the Fourth Industrial Revolution | DOORs to Leadership and Change | Scoop.it
Leadership is about working together to shape the future. And that future will be defined by the Fourth Industrial Revolution, writes Lee Howell.
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Busting the myths of successful CEOs

A 10-year study examined thousands of leaders to determine what makes a successful leader – with some surprising results
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High-performing teams: A timeless leadership topic | McKinsey & Company

High-performing teams: A timeless leadership topic | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
CEOs and senior executives can employ proven techniques to create top-team performance.
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Tools for Leaders to Leverage Organisational Politics

Tools for Leaders to Leverage Organisational Politics | DOORs to Leadership and Change | Scoop.it
Navigating four typical domains of organisational politics can help leaders overcome barriers to strategy execution.
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New Leaders Need More Than Onboarding

New Leaders Need More Than Onboarding | DOORs to Leadership and Change | Scoop.it
Newly hired executives need to be fully integrated into the company’s culture.
Eugene Fernandez's insight:
Companies can do far more to integrate Managers/Leaders within the organisation by helping them in the following five critical tasks: Assuming Operational leadership Taking charge of the team Stakeholder alignment Engaging with the culture Defining strategic intent
 
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Building a Resilient Global Enterprise Inspired by Biology

Building a Resilient Global Enterprise Inspired by Biology | DOORs to Leadership and Change | Scoop.it
Unprecedented levels of economic, technological, and political uncertainty threaten the architecture of many global firms. By applying the principles of biological systems, companies can develop the crucial ability to move from optimizing known, stable arrangements to addressing the unknown and the unknowable.
Eugene Fernandez's insight:
As there is a constant organisational need to build resilience and strategic optionality. The paradigm needs to change from incremental efficiency based on underlying assumptions of stability to one that accommodates the reality of dealing with variability and the unknown unknowns.

 Resilient biological and social systems display six characteristics which are applicable to business. 

 Redundancy - If elements (plants) can be repurposed rapidly, then the costs of duplication are partially offset. 
Heterogeneity - Diverse elements help in reacting to unexpected change and avoid responses which can lead to total system failure. Diversity encourages evolutionary learning and adaptation to new situations. 
 Modularity - Uncertainty favours a network of loosely linked parts rather than a centralised and tightly integrated system. Adaptation - An adaptive approach comprising experimentation, selection, and amplification of successful outcomes can be effective. 
 Prudence - Downside scenarios can often be plausibly envisioned. Invest in simulation models as well as the investment of management attention in scenarios and contingency plans.
Embeddedness - Most systems are embedded in larger systems requiring reciprocity and mutuality between levels. Articulation of social purpose and contribution is also essential at a time when corporate capitalism is under scrutiny.
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Surprise — CEO Tenures are Increasing

Surprise — CEO Tenures are Increasing | DOORs to Leadership and Change | Scoop.it
The job of the CEO is consuming and perilous. Headlines trumpet CEO retirements, successions, and transitions seemingly on a daily basis (e.g., Google
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CEO's digital leadership priorities for 2017

CEO's digital leadership priorities for 2017 | DOORs to Leadership and Change | Scoop.it
Late last year I spoke at a CEO Forum in Singapore on the topic of Navigating the Digital Revolution. Here I realised that most of the business
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Federico Briozzo's curator insight, February 18, 6:17 AM
It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change - Charles Darwin
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A Resonant Leader

A Resonant Leader | DOORs to Leadership and Change | Scoop.it
This story is about a leader I know and continue to admire Ian Nunn. Ian engaged me to work with his team when he was the General Manager Information
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A Positive Leadership story.
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Seth's Blog: Crossing the awareness threshold

Seth's Blog: Crossing the awareness threshold | DOORs to Leadership and Change | Scoop.it
The blockchain, game theory, float tanks, turmeric, Justin Trudeau, Joi Ito, dal fry, thermite, the Corbomite Maneuver... these are all notions (people, ideas, technologies, foods) that you may or may not be aware of or have engaged with. There'
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A history of global living conditions in 5 charts

This is an introduction to Our World in Data – the web publication that shows how global living conditions are changing.
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A recent survey asked “All things considered, do you think the world is getting better or worse, or neither getting better nor worse?”. In Sweden 10% thought things are ge
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