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Love the quote, "Leaders can shape-shift their company's culture as challenges arise." That may require more changes considering the rapid pace of change and complexity we are all dealing with.
There is a saying that culture trumps strategy every time and another that shows the ROI of culture investment to be 20X (acccording to the book Information Masters). Yet we see many oprganization who have "culture by default" - culture that is different based on the leaders and managers, offices or divisions. In today's hyper-competitive world we need every advantage we can get and cannot leave culture unaddressed. How are you dealing with your culture?
The power of vision is so compelling and absolutely necessary in today's ADD world. Captured well here in the article, "A great vision is inspiring. It gets you and everyone in the organization excited to come to work; it's the cathedral everyone is coming to work every day to construct. This is not mere wishful thinking. A vision must also be strategically sound. You have to have a reasonable shot at getting there."
Intereting that this article shows up the weekend after we (our Business Learning Institute team) helped falitate a visioing process for the State of Maryland with the Chamber of Commmerce's Maryland Competitiveness Coalition this past Friday. Even states and nations need inspiring visions.
Why do so many organizations get engagement wrong?
Tom Hood's insight:
It really is that simple - Start with Why "One way to simplify it is to focus on purpose. Communicate the purpose of the organization, and how employees' individual purposes fit into that purpose." and end with the four most important words in business, "what do you think" (Thanks Tom Peters). Apply MBSN (Management by Sticky Notes) to increase the impact. At BLI we call this ROP - Return on People.
I think the CEO is moving from Chief Executive Officer to Chief Engagement Officer and will act more like CEOs of non-profits who are leading networks rather than managing organizations. I like the metaphor of "gardeners" and the idea of "network Leadership" which we are bringing to the CPA profession in our learning and development programs.
Work life balance is a myth. I wouldn't mind so much, I generally like mythology, but this particular myth was invented to create a sense of inferiority and that I find annoying. When you start f...
Tom Hood's insight:
I Agree - work-life balance is a myth. One or the other is always "out of balance" and it managing that wherin lies the secret. I really like Big Idea #1 whcih is really doing work that matters, having a say in your work, and aligning to an organization iwth purpose.
Or per Meg, "It is the ability for you to have a say in what you do and in having the ability to tune the mix to feed your own soul. While this can feel out of your ability to resolve, I encourage you to focus your energy here."
I liked the risk of not doing social in the article, "On the flip side, almost half of respondents said CEOs who did not engage on social channels risked becoming out of touch with their customers—an indication that, over time, not engaging on social media will be considered a liability more than a choice."
The Deloitte / MIT Sloan survey said the tthe tipping point for social media in business (incuding CEOs) will hit in three years. And the yarticulated the benefits beyond marketing, like innoavtion, learning, communication, and collaboration.
If Wes Anderson ever conjures up a hipster mad scientist, he'll look a lot like Aaron Levie, the cofounder and CEO of an Internet company called Box. Levie's a mess of jangly nerves, topped by a wild mop of hair that he frets as he talks.
Tom Hood's insight:
"YOU HAVE TO BUILD AN ORGANIZATION THAT IS CAPABLE OF ACTING LIKE A STARTUP BUT CAN OPERATE AT LARGE SCALE SIMULTANEOUSLY."
Business today is nothing if not as paradoxical. We require efficiency and openness, thrift and mind-blowing ambition, nimbleness and a workplace that fosters creativity. Organizational systems based on the Newtonian model are not equipped for these dualities.
Generation Flux leaders are the ones who will steer their companies, and modern business, toward more sophisticated models. In today's chaos, leadership is more critical than ever--but a different kind of leadership.
I think this article captures the leadership challenge very well. The reality is we are in new territory. What got us here won't (most likely) get us there (with homage to friend and author Emmanuel Gobillot). Leadership is about engaging people to rally around a compelling "Why", inspired by a shared Vision (that they have weighed in on), taking risks and using creativity to sense and respond to emerging needs in te market, and then shifting, pivoting, or tacking your way to the Vision as you go.
It is like changing an airplace engibe in mid-flight or building a bridge as you drive over it in the fog. It is about embracing the ambiguity.
It is much more about connect and collabroate than command and control, more of a network than a hierarchy, more human than mechanistic.
“Being able to be truly happy at work is one of the keys to being happy in life,” says Heidi Golledge, CEO and cofounder of CareerBliss, an online career database. And what company couldn’t use a little more joy among its ranks?
Several organizing principles can help companies sustain both profitability and a sense of purpose.
Tom Hood's insight:
A well researched article on the power of purpose and link to profitability. In today's topsy-turvy world, people want to work for an organization with an inspiring purpose - yes it gets to that "vision thing" and MIT/Sloan digs into that concept in this article.
"Purpose, according to Ratan Tata, the recently retired CEO of the Tata Group, is “a spiritual and moral call to action; it is what a person or company stands for.”1 When such a purpose exists, it provides employees with a clear sense of direction, helps them prioritize and inspires them to go the extra mile — which, the argument goes, should ultimately be good for profit."
In a famous article in Time magazine, Robert Ajemian reported George H.W. Bush’s exasperated reaction to friendly suggestions that he invest time in carefully thinking about his prospective presidency: “Oh, the vision thing.”
The purpose of this article is to help you to understand why and how a corporate purpose matters and to show how it can be realized without sacrificing profitability — and indeed may result in higher profitability.
They introduce the research from goal-framing theory and a concept of pro-social goals. "Goal-framing theory shows that a company’s goals make a difference only when they work on the beliefs of employees, and that the most valuable goals are those that support collaborative work." Once again we see the power of collaboration in the co-creation of these goals that serve to set the "pro-social" firm-wide goals that sit above everything else like a guiding light.
The article goes on to emphasize that these goals must be kept in the forefront, lest they be driven out by individual and departmental goals.
"However, these goals compete with other goals for individual mind share and are easily driven out by gain and hedonic goals. As a result, corporate executives have to work doubly hard to affirm pro-social goals and to develop systems and structures that reinforce them. And, most fundamentally, establishing pro-social goals requires developing a tolerance for obliquity — that is, the paradoxical notion that if we follow pro-social goals we aren’t actually getting rid of gain goals. Instead, we are realizing them more effectively."
“ You cannot be the only one holding power withing your organization. Begin looking for ways to create leaders at every level.”
Via John Lasschuit ®™
Tom Hood's insight:
More urgent than ever. I have been noticing a change in CPAs in all walks of life (small practice, large firms, mid-market CFOs, public company finance/accounting teams) talking about the need for leadership at all levels. It goes way beyond the obvious need for succession planning. It seems to be driven by the accelerating change and complexity and need for people who can anticipate what's coming around the bend and help mobilize the organization to make the turns and adjust the sails as necessary. It is this kind of leader that I am seeing becoming fast in-demand. What do you see?
Sinek does it again - from the "golden circle" of "why" to the "circle of safety" for making an extraordinary organziation that can execute your why.
The circle of safety is about engagement, empowerment, and protection of your team. Do you just protect the senior team in your organziation or do all of your people feel safe and able to make decisions?
Another inspirational talk from Simon Sinek. Worth a reaad and watch.
How are some businesses reaping value from social business, and what is holding others back?
Tom Hood's insight:
Second study by Deloitte & MIT/Sloan about social business. In the last study they said you have two years to begin getting your business social. This study builds on that and say we are now enetring an era of differentiation as many successul companies shift into second gear with learnings about the power of social business practices.
Some great advice here for all leaders - Tom Peters has defined leadership as an ability to make people better than they believe they can be. Reinforces the concept of taking charge of your career and not letting it be in autopilot (making sure your L>C).
And I love the action steps:
1) Hang with smart people (Social media can amplify this)
2) Take initiative
3) Collaborate (The #1 skill for future)
4) Stay true to moral compass (focus on your values and strengths)
5) Treat everyone with RESPECT
6) Be proactive (I would say be innoavtive and agile)
Deloitte Touche Tohmatsu Limited (DTTL) have provided a set of interesting results from a survey of the world’s future leaders and what they think about innovation, which was released for the World Economic Forum, held in January 2013.
Tom Hood's insight:
Generational Issues are the #1 issues affecting the CPA Profession and Business in general, according to the research done by the AICPA and the CPA Horizons 2025 Report. This report puts it in the context of innovation but I think it is much broader and deeper (it is also by one of the Big Four Accounting firms).
This summary and quote capture it well,
The critical message – can we wait or shift leaders aside who don’t get it?
“A generational shift is taking place in business as baby boomers, many of whom may have been wedded to the ‘old way’ of doing business, begin to step down from their leadership roles to retire,” said Salzberg. “Real opportunity exists for organizations to step up and create the conditions and commitment needed to encourage and foster innovation in their work environments. And there’s a tremendous upside if we get this right: we can better retain talent, remain more competitive into the future, and more positively impact society.”
Reason #267 why you should be joiing us (and sending your millenials) to our MACPA Innovation Summit this Friday http://cpa.tc/summit2013
In our five years working with the CPA Profession's best and brightest young leaders (AICPA, MACPA, UACPA, LSCPA Leadership Academies), I worry that many of our current leaders are not taking the responsibility to develop new leaders fast enough. Yet when you get these young leaders in a room, it is easy to pull their greatness out of them.
What can we do to develop more leaders fast enough as two baby boomers will retire for every Gen-Xer available to replace them?
Love the curator insights:
"I think this is the greatest sentence ever written on leadership: “The task of a leader is not to put greatness into people, but to draw it out, because the greatness is there already.” That’s what a true leader thinks. We have a responsibility to the world to play a leading part in growing and developing good leaders and leaders for good."
And (From the article):
Half the world’s population is 25 years or under, so we have an immense job of sowing the seeds for the next generation of leaders.- John Adair
Being in charge means being relevant, including to younger generations.
Tom Hood's insight:
I think this piece captures the essence of our experience and research. This generational "gap"is oneo f the biggest challeneges identified in our trends research. It is also one of our big inititaives at MACPA & BLI.
"So it's the millennials who need to get in line — right?
Not so fast. I believe it's the leaders, not the millennials, who should be trying harder to bridge the generational gap. As we approach the inevitable crossroads of old and new leadership, it's our job to develop the people we expect to carry the torch forward."
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