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.
There is the adage, “Managers focus are results; leaders focus on people.” That really should be “leaders focus on results and people,” as in today’s hyper-competitive business environment, we must hit our financial goals or we may not keep our jobs. But how are we going to keep our good people energized and engaged if we don’t invest the time to know them as our team members and what is important to them?
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.