When the leaders of a major retail pharmacy chain set out to enhance customer satisfaction, market research told them that the number one determinant would be friendly and courteous service. This meant changing the organizational culture in hundreds of locations—creating an open, welcoming atmosphere where regular customers and employees knew one another’s names, and any question was quickly and cheerfully answered.
The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.
Focusing on a group of corporate employees, whether it is a small company, a department within a company or a large enterprise, I would like to argue that a reputable culture of Lifelong Learning can be established and maintained.
If there is one thing I have learned in my twenty plus years as an educator it is this - The best leaders are able to influence us in positive ways regardless of how long we have been in education. And there lies the beauty in what we do. Admittedly, most of what I believe in, model my ideas from, and emulate who I aspire to be like has been profoundly impacted by people I genuinely admire and respect. They are my "influencers." They are people just like you and me who have shaped my fundamental belief system in what it means to be a teacher. Whether I have known them for years, months, or only days, the power of time and knowledge doesn't discriminate. It doesn't care. What it does care about is how another person’s words, beliefs, and/or actions move us to want to take our own action. In other words, they influence us and move us in a way that makes us strive to want to influence others in a similar way.
The 21st century has brought much in the way of turmoil and change to the world of business. As a consequence, ways of doing business that were once universally accepted now seem outdated and inflexible in an age where knowledge drives economies and socially responsible corporate attitudes influence stakeholders and shareholders alike.
With such changes have come new priorities and responsibilities and it is in this environment that the theory of servant leadership has flourished as a management style for the redefined business world of today, one that can serve as a cornerstone for organisations wishing to build corporate structures based on stewardship, empowerment and trust.
Via Kenneth Mikkelsen
Being a true leader, says Simon Sinek, author of Leaders Eat Last: Why Some Teams Pull Together and Others Don’'t (Penguin), isn’t about being in charge, having all the answers or being the most qualified person in the room.
Quiet, slow-movers frustrate talkative, quick movers. Those who think, speak, and commit quickly, often believe they're superior to leaders who need time. One of the worst things leaders do is over-value people who are like ...
When I started my first company, I hired people I knew and loved. I thought, Why wouldn't I want to work with my friends all day?
In many cases that worked out fine. Then my company began to grow beyond my circle of friends. The talents required for success became a bigger priority than the camaraderie.
I was usually able to find people who fit the culture and the job description and whom I also enjoyed spending time with. But every once in a while the person I needed to hire just wasn't my cup of tea. And while we shared mutual respect, spending time with this person became a chore, as did the experience of managing him or her.