More than we’d probably like to admit so many of our days are spent in a state of self-delusion, an internal monologue of justifying our actions, both good and bad. When we do something wrong, our evolutionary instincts kick in and we do anything we can to not acknowledge the obvious: sometimes, it’s all our fault.
Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.
Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.
With recovery underway in many advanced economies, money is surging back into leadership development after the down-years of the recession. In 2013, companies spent an estimated worldwide total of US$45.5 billion on education for leaders at all levels.
How often do you hear a leader described in the media as a "good listener?" Not often. That may be because, both in theory and by tradition, descriptions of leadership still tend to focus more on the output than the input....
My experience of many in leadership roles has been of individuals who wish to be seen as perfect, in control and not in need of help or advice, even when this is blatantly untrue. This article explains the positive effect of allowing yourself to be seen as human. In the NHS many criticise the softer side of management & see it as poor leadership. To me, this is the leadership we need to encourage if we are to grow into forward thinking, unified organisatiions. This article validates the need to see leadership as a more iemotionally intelligent role
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