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Leadership in a Two-Speed Economy

Leadership in a Two-Speed Economy | Leadership | Scoop.it
Today’s chief executives will ultimately be judged on how well they lead their companies through the two-speed world. Seven CEOs discuss how they do it.
Paul Galante's insight:

Good article composed of interviews of global companies's CEO's on the challenges of managing the complexities and "polarities" of BOTH global common values, policies and systems AND local adaptation - particularly with respect to operating in both mature economies and emerging markets.

 

In essence, the CEO's report on the need to excel at

 

Leading from the global field

Feeding two beasts

Managing the new rules of culture and engagement

Creating a global talent pool

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Smart Rules: Six Ways to Get People to Solve Problems Without You

Smart Rules: Six Ways to Get People to Solve Problems Without You | Leadership | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.
Paul Galante's insight:

In my work with a number client large organizations,  real and sustainable collaboration at work is increasingly the Holy Grail they seek  in order  to thrive in an increasingly VUCA (volatile, uncertain, complex, ambigous) world.   

Organizational design  and evolving leadership practices have a key role to play in this objective, which are both encompassed in our Leadership Strategy work at  CCL.  This article by Yves Morieux highlights some sound principles  of what enables successful organizational transformations.  

 

He argues for six principles to faciliate both sustainable and efficient collaoration in the workplace:

 

1.  Improve understanding of what coworkers do  to enable everyone to do their individual jobs with a greater awareness of the whole system and the interderpendencies of individual activities.

2. Reinforce the people who are integrators - empowering and encouraging leaders at all levels who can intergrate activities with multiple stakeholders, without the need for complex coordinating processes and structure 

3. Expand the amount of power available by creating domains of authority and responsibility throughout the system

4. Increase the need for reciprocity. - by expanding accountability  beyond each individual's level of authority

5.  Make employees feel the shadow of the future - create ways for each individual employee to feel the long term impact of their short term decisions

6. Put the blame on the uncooperative - those who either don't contribute to the success of others, or don't ask for help from others

 

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Want Collaboration?: Accept—and Actively Manage—Conflict

Want Collaboration?: Accept—and Actively Manage—Conflict | Leadership | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.
Paul Galante's insight:

More and more business and other leaders talk about building a "collaborative culture" as being essential to their organisation's future success. This proves to be challenging goal for most, and certainly includes developing  conflict management organisational capabilities .
This article provides good insights into the role of process, metrics, and tools that can help.  In addition, the development of individual conflict management competences of leaders at all levels, and proactive measures to facilitate cross-boundary collaboration are also key components.

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5 Tips for Leading Innovation - CCL e-Newsletter February 2014

5 Tips for Leading Innovation - CCL e-Newsletter February 2014 | Leadership | Scoop.it
How do you lead innovation alongside managing the core business? CCL's David Horth and Jonathan Vehar get you started.
Paul Galante's insight:

So many European business and political leaders exhort organisations to "be more innovative"  and see this as the key to being competitive in the global marketplace.   But how do you do that?  This article by my colleagues at CCL explore what it really takes to "lead for innovation" and create a climate where innovation can flourish.  You won't be surprised that culture and mindset plays a big part...

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What is Transformation, and Why Is It So Hard to Manage? - Change Leader's Network

Back to all Free Resources          View PDF Version What is Transformation, and Why Is It So Hard to Manage? Dean Anderson Linda Ackerman Anderson Knowing which type of change your organization is undergoing is critical to your success.
Paul Galante's insight:

As this short article illustrates,  and in my personal experience,  if you want your organization to make "transformational" changes stick,  you  need to involve leaders at all levels to make it happen.

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The Network Secrets of Great Change Agents

The Network Secrets of Great Change Agents | Leadership | Scoop.it
Importance of informal authority.The Network Secrets of Great Change Agents - Harvard Business Review @HarvardBiz http://t.co/HR7twceL3C!
Paul Galante's insight:

If you are really going to lead change effectively,  being intentional about building and leveraging your organizational network,  and/or leveraging  those  of others in the change leadership team are keys to success.  

 

This good article  provides evidence and ideas on what questions you should ask yourself, to improve your network for change.

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