You’ve been assigned to a new cross-divisional task force, and the first meeting is today. Managers from across the company are gathered in a conference room at headquarters; colleagues from international offices are participating via conference call and Skype. The CEO, there just to oversee the group’s kickoff, opens with a pep talk. “So we’re asking all of you to help chart a new path,” he says. “We expect some exciting ideas to emerge from this group.” You look at the unfamiliar faces around you and imagine the other people listening in from afar. You’re a mix of men and women, with varied ages and titles, representing different divisions and functional backgrounds, living in different countries. Who among you will become the stars of this team?
Social scientists have spent decades studying how individuals achieve status within organizational groups—that is, how they gain respect, prominence, and influence in the eyes of others. We know, for example, that demographics matter: People of the historically dominant race and gender and a respected age (white men over 40 in the western corporate world) are typically afforded higher status than everyone else. Appearance also plays a role (the tall and the good-looking are favored over those less genetically blessed), as do personality (confident extroverts win out) and formal rank (the boss is the boss).
“Spring is in the air, the days are getting longer and the crocuses are poking up their hopeful heads. Yet, these remain bleak times for too many job seekers, even leaders and managers with impressive resumes. The reason? The demands of a collaboration-based, talent-hungry, global, wired economy are evolving so quickly that success depends on nothing less than continuous learning. Fall behind and you may find yourself disqualified from the race.
John @TalentedHR's insight:
The fascination with People Development Continues. Challenges facing Leaders is not new. Challenges facing the development of People is ongoing. What do Leaders need to evaluate in order to achieve desired results, and cultural alignment?
The nature of today’s business world produces constant change. Strong leadership expertise is required to handle potential problems with intelligence, diplomacy, and efficiency. Every leader exhibi...
John @TalentedHR's insight:
Cultivating self-knowledge; Practicing the paradoxical art of planning; Speaking the language of mastery; Letting values drive our decisions; Turning failure into success; and Heeding the law of unintended consequences (O’Neil, 1999).
An infographic designed to assist in leadership development courses by helping participants to increase their awareness of leaders and leadership theories through the ages, and the correlation between these and the developing world.
Aaron Levie is pacing onstage, a microphone in one hand and a coffee in the other. His Kramer-like hair bobs above his head. We’re in the lunchroom of Box's 97,000-square-foot Los Altos, California, headquarters, and a group of about 50 new Box employees, mostly in their 20s, sit on steel picnic tables facing Levie.
“There are phases in technology,” Levie announces, midway through a presentation that sounds more like a TED talk than a welcome speech. “Mainframe to PC, PC to cloud, to cloud and mobile. These things come around every 10 to 15 years, and we’re in one right now.”
Employee Engagement is the new black. You can’t swing a disgruntled worker without hitting another report citing percentages of employees who are disengaged, disconnected, actively negative, passively waiting, engaged, enchanted, empowered and feeling the luv.
Engagement is IT baby – get busy engaging or get busy dying.
My Engagement BeliefsI believe in engagement. I believe there are multiple paths to engagement. I believe that employees are happier, more productive and more likely to help the corporation when they are engaged. I believe that employees need to find meaning in their work, be validated (a better word than recognized me thinks), be informed, be paid, have a personal alignment with the mission/values of the organization.I believe employees have a role in their engagement and they need to give as much as they get. I believe employers and employees also live in a codependent world allowing both to get away with murder and then playing the blame game.I believe that for every drop a rain that falls another engagement score is born.
I think most of us can get on board with those beliefs. But beliefs only go so far.
We are all leaders, whether you sit in the corner office or are a cashier at the market. We all have the ability to exhibit leadership throughout the day when we encounter each other.
Testosterone leadership works on the battlefield, but not in our everyday lives and surely not within the confines of your everyday encounters. Sometimes I tend to think that is the issue with leadership. There has always been this mythical picture of this take charge, rah-rah type leading his charges across insurmountable obstacles, but that is slowly becoming an old picture.
Leadership is not about having a script or going into character. It is a 24/7 undertaking. It is based on how you treat people when no one is looking. It is how you treat people that organizationally may be beneath you. That, to me, is real leadership.
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