In a recent survey by The Economist Executive Education Navigator of more than 4,000 professionals, a sharp divergence emerged between skills that C-Suite executives think they need and those that their employees want them to prioritise. In fact, answers from the two groups were nearly inverse.
Organizations are often run according to “the superchicken model,” where the value is placed on star employees who outperform others. And yet, this isn’t what drives the most high-achieving teams. Business leader Margaret Heffernan observes that it is social cohesion — built every coffee break, every time one team member asks another for help — that leads over time to great results. It's a radical rethink of what drives us to do our best work, and what it means to be a leader. Because as Heffern
Take the 15 minutes to watch this video. Yes, you may have heard this before by the delivery and the ideas weaved together is inspiring and makes you wonder - Why is this supportive environment so difficult to achieve?
"Reinvention and relevance in the 21st century draw on our ability to adjust our way of thinking, learning, doing and being. Leaders must get comfortable with living in a state of continually becoming, a perpetual beta mode"
by Doug Kirkpatrick As companies flatten hierarchy and the taxonomy of futurework expands, it seems clear that organizational effectiveness will necessarily depend, as always, on the choices of indiv...
This thought provoking article explores the issues surrounding leadership talent. One quote that spoke to me "The best run firms create a talent pipeline internally. They identify the skill needs and potential career paths for their personnel. They map the skill sets of their people to the current and future needs of the firm. And, they supplement from the outside only when unusual situations dictate this." Simply stated, yet challenging for many to implement.
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