We're generally intelligent people...so why do we do such dumb things?One of the best ways to explain our counterproductive behavior is the Ladder of Inference. This elegant model was first developed by Chris Argyris, building on the work of S.I. Hayakawa and Alford Korzybski, and articulated further by William Isaacs and Rick Ross. Start at the bottom and work your way up.
Via Kenneth Mikkelsen
Whether you are in a management position or play a leadership role in your organization, the challenges remain the same. New leadership skills are required for the workplace of today and for the forseeable future.
In 2012, Peter Aceto, the President and CEO of ING DIRECT – a Canadian bank with 1.78 million customers and over $38 billion in assets – delivered a speech where he waxed lyrical about being a socialCEO. Two points come to mind from that speech. Early on in the talk, Peter said, “I believe we are at the confluence of two revolutions – a social revolution and a technology revolution.” He went on to say later in the speech, “How people work and make decisions is not new, however, technology and social networks has allowed this type of sharing to happen faster, with a broader group of people and outside of traditional boundaries.”
No one is perfect, and that goes for our leaders too — even though we may wish differently for them. We want them to be near perfect in their ability to inspire us to do great work, accomplish important things for the organization, and lead us with humanity and unquestionable character.
Via Patti Kinney, Roy Sheneman, PhD, donhornsby
Across a business career that now spans well over 27 years, I have had the chance to experience and learn a wide variety of lessons from a wide range of inspirations. In some instances it took me years to realize the power and impact of a key lesson (as described in a recent essay “Execution is THE Strategy) and in some situations I have been applying and sharing a lesson that I learned years ago, the source of which is now lost in the fog of time. Thus let me preface this essay to say that I am certain I owe the following idea to some historic boss, teacher, or peer and I officially apologize for not being able to more appropriately credit the source today.
Via Mike Klintworth, Bobby Dillard
Years ago in one of my first leadership roles, I was nervous about taking over a department that was new to me. I was seen as a strong manager but I knew that I had a steep learning curve ahead to understand the ins and outs of the work of the department. At the time I believed that I could not lead effectively if I did not know more about the day-to-day work than anyone else. I pored over reports, data, and manuals, attended endless meetings – and never asked questions of my team out of fear that they would see me as weak. I felt I had to know everything there was to know about our area – and that belief made the transition a lot harder than it needed to be.
Via John Lasschuit ®™, Bobby Dillard
» The Best of Lead With Giants January 2014 | "…on the shoulder of giants." (RT @briansmithpld: The Best of Lead With Giants January 2014 http://t.co/hhbS1xCGZQ via @DanVForbes #management #leadership)...
Via Matthew Fritz
“Without question, the world of work today runs on social media in some shape or form. It has changed the nature of work, play, friendship, commerce, romance -- the list goes on and on. Where to begin?”
Via The e.MILE Community