Leadership Values
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Developing Mindful Leaders

Developing Mindful Leaders | Leadership Values | Scoop.it

Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table.


Via David Hain, ThinDifference, Richard Andrews
Efficienarta's insight:

I thought that the points on "deepening their sense of purpose" and "expanding their capability to navigate difficulty" were particularly interesting.

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John Michel's curator insight, January 22, 2013 11:29 PM

Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table. Training and development programs almost universally focus factory-like on inputs and outputs — absorb curriculum, check a box; learn a skill, advance a rung; submit to assessment, fix a problem. Likewise, they leave too many people behind with an elite selection process that fast-tracks "hi-pos" and essentially discards the rest. And they leave most people cold with flavor of the month remedies, off sites, immersions, and excursions — which produce little more than a grim legacy of fat binders gathering dust on shelves.

What if, instead of stuffing people with curricula, models, and competencies, we focused on deepening their sense of purpose, expanding their capability to navigate difficulty and complexity, and enriching their emotional resilience? What if, instead of trying to fix people, we assumed that they were already full of potential and created an environment that promoted their long-term well-being? In other words, what if cultivating a successful inner life was front and center on the leadership agenda?

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John Michel, experienced leader, humanitarian, visioneer, and renown status quo buster, is the author of the ground breaking book, Mediocre Me: How Saying No to the Status Quo will Propel you from Ordinary to Extraordinary. Check out his blog at www.MediocreMe.com or drop him a note at johnmichel@MediocreMe.com
Graeme Reid's curator insight, March 9, 2014 7:23 PM

Leadership development programmes often fall far short of expectations and rarely lead to long term change. Developing people is a process not an event.  Also check out - www.corporatecoachingnetwork.com.au

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Business Value of Purpose - Switch & Shift

Business Value of Purpose - Switch & Shift | Leadership Values | Scoop.it
The business purpose is key to success. So, too, is the purpose of employees. In this episode of The Rebel Leader, we interview Aaron Hurst about purpose.
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Six Simple Questions Highly Successful Managers Keep Asking

Six Simple Questions Highly Successful Managers Keep Asking | Leadership Values | Scoop.it
The tragedy of poor management is lost potential and lack of fulfillment. Successful managers create environments where people make a difference for themselves and their organizations. Six simple questions all successful managers ask: #1. What does success look like? Paint pictures of success with the people doing the work. Include both personal and organizational objectives. Create goals…
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How to be a leader in the digital age

How to be a leader in the digital age | Leadership Values | Scoop.it
What does leadership means in today’s world, and how can leaders benefit from digital disruption and breakthrough technologies?
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5 hard truths about employee engagement

5 hard truths about employee engagement | Leadership Values | Scoop.it
“Engagement affects performanceYou might think that corporate perks and policies can help improve the performance of your employees, but the greatest impact on employee performance stems from engagement. Even if you offer a flexible schedule, unlimited vacation time and free snacks in the breakroom, if your employees aren't engaged, those perks won't actually do much to motivate them. Engagement at work is the biggest predictor for employee success, and engaged workers statistically perform better across the board, according to Gallup's data.Ochstein agrees. "When employees are engaged, they want to stay an extra hour to finish up a project, or read industry-specific content to learn about the latest techniques. They want to get to know their coworkers and clients better. Engaged employees make the office a fun place to work, and positive attitudes are contagious. When employees genuinely enjoy coming to work, the entire business improves."”
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Intel’s Andy Grove and the difference between good and bad fear - FT.com

Intel’s Andy Grove and the difference between good and bad fear - FT.com | Leadership Values | Scoop.it
Be scared, be very scared, advised the late Andy Grove. “Business success contains the seeds of its own destruction. Success breeds complacency. Complacency breeds failure. Only the paranoid survive.” Grove’s words, recalled worldwide in the wake of
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9 Remarkably Effective Ways to Make Change Work for You

9 Remarkably Effective Ways to Make Change Work for You | Leadership Values | Scoop.it
Adopt fluid and situational hierarchies
Fluid, situational hierarchies can quickly adapt to fast-changing environments, morphing to fit tomorrow's needs instead of forcing organizations to constantly play catch-up with structures designed to meet the needs of yesterday. At Egon Zehnder, one of the largest executive search firms in the world, with annual billings of more than $300 million, the rigid hierarchy typical of a large, international firm has been supplanted by a fluid organization that emphasizes high levels of cooperation, communication, and teamwork, resulting in productivity that is 60 percent higher than the industry average.

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Barbara Brooks Kimmel: Recognize a low trust organization, and reap the rewards of a high trust culture - The FCPA Blog - The FCPA Blog

Barbara Brooks Kimmel: Recognize a low trust organization, and reap the rewards of a high trust culture - The FCPA Blog - The FCPA Blog | Leadership Values | Scoop.it
In the prior post for the FCPA Blog, three of our Trust Alliance members talked about wha
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Authenticity is at Least Four Things

Authenticity is at Least Four Things | Leadership Values | Scoop.it
This post is inspired by my conversation with Karissa Thacker author of, The Art of Authenticity. Authenticity is not one thing. It is at least four. #1. Selves-Awareness: Know who you are. Self-awareness is the heart of authentic leadership. Karissa likes to use the term "selves awareness." You need to work on your selves-awareness, not…
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McKnight’s Management Methodology

McKnight’s Management Methodology | Leadership Values | Scoop.it
The management philosophy of 3M's William McKnight, based on a culture of innovation, individual initiative, and belief in people, still rings true today.
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Are you an authentic leader?

Are you an authentic leader? | Leadership Values | Scoop.it
The road to authentic leadership involves reflection and respect for your own values. Having courageous conversations with yourself and acting on them will put you on the road to authentic leadership.
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Extracting business value from the 4 V's of big data

Extracting business value from the 4 V's of big data | Leadership Values | Scoop.it

The power of big data—centered around the 4 V's—enables organizations to improve the business value of their analytics.

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and Leaders should demonstrate consistently that they value this ...

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How leaders change

All leaders can change poor behaviors. As adults personal change may seem difficult, but it’s absolutely possible when there is:

Insight by the leader that they have a behavior that is damaging to them and to others. You can’t change what you don’t know about. We all have blind spots and behavior that we choose to dismiss as “just who we are”. Personal change begins with knowing that something we do has a negative impact on our ability to lead at our best. Getting feedback is a start.

Drive to make a change. Leaders who emotionally grasp that their unseemly behavior is impacting others and their organization have the best chance of becoming motivated to make positive personal changes. When they can also picture a positive future that is different based on the changes they make, chances are that they’ll be driven to move forward.

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Simplicity ≠ Simplistic

Simplicity ≠ Simplistic | Leadership Values | Scoop.it
Simplicity is not a starting point, neither is it a destination, it is a continuous iterative process.

Via Eric_Determined / Eric Silverstein
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An economic consulting firm that I used to work for made a brand promise of "Unravelling complexity. Revealing simplicity". This served as a very powerful driver of our internal behaviour - from the structuring of spreadsheet workbooks to the construction of arguments for use in court, in front of the European Commission etc. My sense is that in many organisations, the people in the middle of the hierarchy honesty believe that complexity is good - perhaps partly because they have a belief that managing such complexity provides them with more job opportunities .....

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Eric_Determined / Eric Silverstein's curator insight, January 13, 12:17 AM

The Laws of Simplicity: 

  1. The First Law: The opposite of Simplicity is not Complexity but Confusion. 
  2. The Second Law: The path to Simplicity is through Complexity.
  3. The Third Law: Complexity is never eliminated but can only be reduced or concealed. 
  4. The Fourth Law: Simplicity is achieved by finding the right balance between usability and usefulness.


Amrita says it best: "Simplicity is not a starting point, neither is it a destination, it is a continuous iterative process" - Do you agree?

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Great Teams Build Great Cultures

Great Teams Build Great Cultures | Leadership Values | Scoop.it
People committed to common purposes and goals can change key elements of a company’s culture when they set strong ground rules that allow people to feel confident.
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The Secret Steps to Shaping Values

The Secret Steps to Shaping Values | Leadership Values | Scoop.it
What’s your perspective on corporate values? Are they silly, meaningless words that have to be invented to complete a vision, mission and values trio? Or are values a competitive edge that helps attract and retain the right people for your organization? I was recently involved in a session with the CEO’s and Senior Leaders that […]
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When Authenticity Doesn’t Translate

When Authenticity Doesn’t Translate | Leadership Values | Scoop.it
Attempts to cultivate authenticity can backfire if you are seen to project the wrong values.
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Rethinking security for the Internet of Things

Rethinking security for the Internet of Things | Leadership Values | Scoop.it
The way forward: Integrity

Unfortunately, I don’t think there’s a security expert in the world who thinks we can build IoT networks without vulnerabilities. So we need a new approach. When breaches are detected, we need to know what data has been changed, and how.

This is an integrity issue — and it should be the key focus of modern security in the age of “connected everything.” Focusing on integrity will require a different approach, and a new set of tools. Data integrity schemes based on blockchain, Merkle hash trees, scalable provable data possession (SPDP) and dynamic provable data possession (DPDP) are good places for the industry to focus its efforts.

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Why Employees Don't Trust Their Leadership

Of 33,000 workers globally, one in three said they don't trust their employer. What gives?
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Silos, Teams and Data

Silos, Teams and Data | Leadership Values | Scoop.it
Establishing strong teams that insulate themselves in Silos to optimise efficiency or optimise data use by removing all internal barriers to agility?
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Culture Creep: The Impact on Business Results

Culture Creep: The Impact on Business Results | Leadership Values | Scoop.it
Research shows that organizations with high performance over a sustained period of time achieve their success because their people are coming to work each day to do more than punch the clock. Organizations are great not just because a leader is doing something great, organizations are great because lots of people are going above and […]
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Organisational Culture as Character: A Concept Worth Considering?

Organisational Culture as Character: A Concept Worth Considering? | Leadership Values | Scoop.it
The Subject Of Culture Organisational Culture has been a focus for business for more than three decades and demands attention as organisations try to attract talent, overcome low engagement levels, and build their reputations and sustainability. Culture (including organisational culture) reflects in shared meaning, characteristics and behaviour (internally and with the outside world). A workable […]
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Let's not give buzzwords a bad name here - The Authentic Storytelling Project

Let's not give buzzwords a bad name here - The Authentic Storytelling Project | Leadership Values | Scoop.it
Sometimes when I start blabbing about authentic storytelling, I get interrupted (when it’s offline) or people start commenting and responding (when it’s online): “Oh yea, storytelling. It’s the latest buzzword.” Sometimes people will start a debate on “what’s wrong with the way people used to share their message?” And even: “Why do we now have …
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28 Components Of Constructing Effective Organizational Culture [INFOGRAPHIC]

28 Components Of Constructing Effective Organizational Culture [INFOGRAPHIC] | Leadership Values | Scoop.it
Here are the essential components you need to consider in order to build effective organizational culture.
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A broad overview to remind us of the breadth of considerations needed when engaging in cultural interventions.

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Why a Strong Corporate Culture Requires Disruptive Leadership

Why a Strong Corporate Culture Requires Disruptive Leadership | Leadership Values | Scoop.it

If you discussed corporate culture with a team of sales executives fifteen years ago, you’d likely see multiple...

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The mindset then needs to be translated to actions that employees can see are consistent with the enterprise values - the corporate DNA

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The Business World's Cultural Icon Has a Real Culture Problem

The Business World's Cultural Icon Has a Real Culture Problem | Leadership Values | Scoop.it
In a move for a better culture at Zappos, CEO Tony Hsieh has watched great employees leave. That's bad culture management.
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What level of unmanaged attrition is optimum?  Whilst the headline  level of departures at Zappos looks concerning, on reflection my sense is that it may be OK ....... on the basis that a danger of very tight cultures can be a lack of diverse insights, turnover at the level mentioned in this article may actually be good for the corporate DNA.  

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