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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, 2014 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, 2014 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, 2014 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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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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Skip the Boring Business Plan. Focus on This Strategy Instead.

Skip the Boring Business Plan. Focus on This Strategy Instead. | DOORs to Leadership and Change | Scoop.it
Here's a simpler, less time intensive approach that offers more flexibility than the traditional business plan.
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Effective vision statements evoke imagery

Effective vision statements evoke imagery | DOORs to Leadership and Change | Scoop.it
Most vision statements lack imagery which has been shown to impact performance. This recent study shows how imagery is important.
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Be Seen as a Leader

Be Seen as a Leader | DOORs to Leadership and Change | Scoop.it
A simple exercise can boost your status and influence.

Via Chad Manske, Roy Sheneman, PhD
Eugene Fernandez's insight:

Outlines three approaches, promotion focus, happiness and a feeling of power that help in shifting how you interact with others and thereby influence their perception of your personal power.

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Prof. Hankell's curator insight, February 3, 9:41 AM

Numerous studies show that social hierarchies develop quickly and are generally stable: People who achieve high status early tend to retain it...

Prof. Hankell's curator insight, February 3, 9:42 AM

Numerous studies show that social hierarchies develop quickly and are generally stable: People who achieve high status early tend to retain it...

Kimberley Richardson's curator insight, February 4, 8:41 AM

It's how others see you, that makes you a leader!

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The Employee Productivity Patterns Of Billion Dollar SaaS Companies

The Employee Productivity Patterns Of Billion Dollar SaaS Companies | DOORs to Leadership and Change | Scoop.it
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
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Is your specialisation hindering your potential? 10 key strategies. | Eugene Fernandez | LinkedIn

Is your specialisation hindering your potential? 10 key strategies. | Eugene Fernandez | LinkedIn | DOORs to Leadership and Change | Scoop.it
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World Economic Situation and Prospects 2015

The World Economic Situation and Prospects (WESP) is the definitive report of the United Nations on the state of the world economy.
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9 Habits That Lead to Terrible Decisions

9 Habits That Lead to Terrible Decisions | DOORs to Leadership and Change | Scoop.it
And how you can avoid them.
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Business, society, and the future of capitalism | McKinsey & Company

Business, society, and the future of capitalism | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
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.

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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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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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Capitalism’s Fundamental Flaw

Capitalism’s Fundamental Flaw | DOORs to Leadership and Change | Scoop.it
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
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Australia has its head in the sand

Australia has its head in the sand | DOORs to Leadership and Change | Scoop.it
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.

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Watch your Language - 4 key approaches to get your message across.

Watch your Language - 4 key approaches to get your message across. | DOORs to Leadership and Change | Scoop.it
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
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Five reasons why we should all learn how to do nothing

Five reasons why we should all learn how to do nothing | DOORs to Leadership and Change | Scoop.it
Are today’s always-connected, crazily busy lifestyles affecting our health? Give yourself a break – your brain needs downtime
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How a leader's personality infected a government

How a leader's personality infected a government | DOORs to Leadership and Change | Scoop.it
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!

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What Air Crash Investigations Didn't Tell You About QF32 (Airbus A380)

What Air Crash Investigations Didn't Tell You About QF32 (Airbus A380) | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

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.

 

 

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The Most Successful Leaders Have No Followers | Karima Hana-Meksem, PhD | LinkedIn

The Most Successful Leaders Have No Followers | Karima Hana-Meksem, PhD | LinkedIn | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

This article speaks to the heart of leadership!

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Mindfulness and Leadership: Opening up to Possibilities - Integral Leadership Review

Mindfulness and Leadership: Opening up to Possibilities - Integral Leadership Review | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

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.

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Roy Sheneman, PhD's curator insight, February 9, 9:19 AM

Being able to focus on the here and now while remaining open to new possibilities is the essence of mindfulness.  This is a nice overview of this complex topic.

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The Most Innovative Companies Have Long-Term Leadership - HBR

The Most Innovative Companies Have Long-Term Leadership - HBR | DOORs to Leadership and Change | Scoop.it
Follow the example of Apple, Amazon, and GE.
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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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