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Leaders in search of followership

Leaders in search of followership | LeadershipABC | Scoop.it

In a conversation with Barbara Kellerman journalist Kenneth Mikkelsen explores why leadership is so hard to exercise today. This is a must read for everyone interested in leadership and management trends. 

The interview with Barbara Kellerman relates to her latest book: "The End of Leadership."


Barbara raises the important questions: Why are our leaders so widely disdained—and why is our trust in leaders of every stripe at a leaden low? Why do incompetence and intemperance continue rampant? Why are ethics so elusive? Why is teaching leading full of “flaws”? Why has it proved so hard to build a body of knowledge? Why has the leadership industry, for all its apparent successes, failed on so many levels? 


Barbara has strong opinions about the leadership industry. She doesn't believe that becomming a leader is a quick fix that can be learned from a seven-step guide written by former CEOs or short and expensive leadership courses.


For futher information:


Visit Barbara Kellerman’s personal blog: http://barbarakellerman.com.


Barbara Kellerman discusses some of the core topics of her book in this video: http://www.youtube.com/watch?v=nIo5_eJs5-Y.


Get inspirered from this video about followership: Leadership from a dancing guy: http://www.youtube.com/watch?v=hO8MwBZl-Vc


Curated by Kenneth Mikkelsen on http://www.scoop.it/t/leadershipabc



Fernando Mazzuli's curator insight, August 23, 2013 9:00 AM

Real leadership development - something that takes time and reflection, involves personal values, context and effective practices.

rob halkes's curator insight, July 22, 2014 9:14 AM

Leadership : as much a factor in good health as medical knowledge..

Inspirational stories and valuable insight into management and leadership trends
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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.

I collect stories on leadership/management, that I find useful, educational, and inspirational to others. 


It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 


I believe that knowledge is everything. Knowledge is ideas. Knowledge is power. Knowledge is hope. 

But only if it is shared and applied.

That is why I created LeadershipABC on Scoop.it. My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action. 

I'm co-founder of FutureShifts, a consultancy that helps visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organizational cultures needed to succeed in times of change.

You're welcome to connect via: 


LinkedIn: www.linkedin.com/in/kennethmikkelsen

Google+: https://plus.google.com/+KennethMikkelsen

Twitter: www.twitter.com/LeadershipABC


I hope you'll be inspired.





www.whatawaist.ca's curator insight, April 19, 12:01 PM

Great Post

Natalia Gutierrez Gonzalez's curator insight, May 22, 6:18 AM

LeadershipABC, knowledge is important but only if it is shared and applied.

Scooped by Kenneth Mikkelsen

Restoring Humanity to Leadership

Restoring Humanity to Leadership | LeadershipABC | Scoop.it

With recovery underway in many advanced economies, money is surging back into leadership development after the down-years of the recession. In 2013, companies spent an estimated worldwide total of US$45.5 billion on education for leaders at all levels.

Kenneth Mikkelsen's insight:

There is no value in asking yourself “Am I a leader?” Instead, ask “Who am I leading? And where am I going?”

Claude Emond's curator insight, May 16, 9:31 AM

To be a leader, you have to have a purpose and people who want to follow you over that purpose. You do not study to become a leader. Your purpose in life is the start of it all. No purpose, nothing to lead forward. What is your purpose ?

Claude Emond's curator insight, May 16, 9:32 AM

To be a leader, you have to have a purpose and people who want to follow you over that purpose. You do not study to become a leader. Your purpose in life is the start of it all. No purpose, nothing to lead forward. What is your purpose ?

E-Copywriting's curator insight, May 18, 8:00 PM

We need to invest in our entire workforce, including our management teams.

Scooped by Kenneth Mikkelsen

Forget the Vision, Make the Connections

Forget the Vision, Make the Connections | LeadershipABC | Scoop.it

New leaders don’t spend nearly enough time and effort being intentional about how they show up and how they spend their own time. The effort they devote to forming meaningful connections with the people in the organization is almost an afterthought.

Kenneth Mikkelsen's insight:

Executives in transition often spend too little time on what matters most: building relationships. Making effective personal connections requires persistent introspection and intention.

donhornsby's curator insight, April 27, 9:51 AM

(From the article): How can you be more intentional? Hall frames intentionality in her own work in eight words that guide each of her interactions: “I want it to matter that we met.” And it should matter for both her and the person she is meeting. There is an implied flexibility in the time horizon; it may matter immediately or several years down the road. Challenge yourself: “I want it to matter that I hold this position,” or “I want it to matter that I am your boss.” How does this affect how you will show up to deliver short-term results and create long-term impact?

Mahmoud Khalifa's curator insight, April 29, 7:15 AM




ALONSO MICHELE's curator insight, May 17, 6:23 AM

Une autre vision du leadership!

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The Importance of Seeing the World in Shades of Grey

The Importance of Seeing the World in Shades of Grey | LeadershipABC | Scoop.it

Executives who see the world in stark contrasts miss the nuances of situations and are less able to compromise to meet common interests.

Kenneth Mikkelsen's insight:

Manfred Kets de Vries makes a compelling case for integrative thinking as he writes: 

"Compartmentalisation of opposites can produce a distorted picture of reality and restricts the range of our thoughts and emotions. When we look at a multifaceted situation through a binary lens we are bound to miss essential details. It harms relationships, diminishes our well-being and limits our understanding of the world."

Jill Melnicki's curator insight, April 10, 11:27 AM

Kenneth Mikkelsen's insight: Manfred Kets de Vries makes a compelling case for integrative thinking as he writes: "Compartmentalisation of opposites can produce a distorted picture of reality and restricts the range of our thoughts and emotions. When we look at a multifaceted situation through a binary lens we are bound to miss essential details. It harms relationships, diminishes our well-being and limits our understanding of the world."

www.whatawaist.ca's curator insight, April 19, 12:03 PM

Great Post

Scooped by Kenneth Mikkelsen

Two Ways to Clarify Your Professional Passions

Two Ways to Clarify Your Professional Passions | LeadershipABC | Scoop.it

Have you ever noticed that highly effective people almost always say they love what they do? If you ask them about their good career fortune, they’re likely to advise that you have to love what you do in order to perform at a high level of effectiveness. They will talk about the critical importance of having a long-term perspective and real passion in pursuing a career. Numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the job, and performing at a high level.

So why is it that people are often skeptical of the notion that passion and career should be integrally linked? Why do people often struggle to discern their passions and then connect those passions to a viable career path?

Kenneth Mikkelsen's insight:

These exercises suggested by Robert Steven Kaplan may help you increase your self-awareness and develop your abilities to better understand your passions. They also encourage you to pay closer attention to and be more aware of the tasks and subjects you truly find interesting and enjoyable.

Steve Petzer's curator insight, April 1, 3:55 AM

Considering that anything without purpose is meaningless... Ask yourself where do you stand in terms of your unique purpose. This article may help you get a step closer to expressing passion and finding purpose.

Shawn Boockoff's curator insight, April 1, 7:47 PM

Nice piece on passion. Your life is an occasion rise to it...

Roy Sheneman, PhD's curator insight, April 20, 3:16 PM

Some exercises to help you develop your passions...

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Rethinking Executive Education

Rethinking Executive Education | LeadershipABC | Scoop.it

In this paper John Pourdehnad and Larry M. Starr  propose a new  approach to executive education that takes into account the prevalence of dynamic complexity caused by massive changes in the nature of the internal and external environments of a system.

They argue that the educational requirements necessary to prepare leaders who have the cognitive capacity to steer through the “perfect storm,” are very different from leading in simple and stable contexts.

The authors suggest that this proficiency emerges from the interaction of relevant skills, accessed experience, knowledge and understanding of the situation, practical wisdom and sound judgment, and relevant personality attributes.

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Learning from the Persuasive Genius of Great Leaders

Learning from the Persuasive Genius of Great Leaders | LeadershipABC | Scoop.it

Great leaders look for empowering frames and communicate them explicitly, to ensure others understand their intent and interpret their actions through the new lens, rather than old frames.

Kenneth Mikkelsen's insight:

The art of framing is an essential skill for executives who want to motivate and inspire.

donhornsby's curator insight, March 24, 9:35 AM

(From the article): Every conversation, every communication, and every decision begins with a frame. When we provide a context that expands our thinking, includes others, and gives meaning to our efforts, we help spark creativity and insight in ourselves, our peers, and our leaders. Perhaps that explains the old Disney company joke encouraging its animators and designers to challenge a limiting frame:


“How many Imagineers does it take to change a lightbulb?”


“Does it have to be a lightbulb?” 

Scooped by Kenneth Mikkelsen

Agility Is Within Reach

Agility Is Within Reach | LeadershipABC | Scoop.it

Many corporate leaders think their companies are agile. Surely, they assume, we possess that combination of speed, flexibility, nimbleness, and responsiveness that will enable us to turn on a dime as circumstances warrant. It often comes as a surprise, then, when a significant opportunity or challenge arises and the company can’t deliver.

What these leaders realize too late is that they are thinking about agility in a counterproductive way. In their view, agility is an end in itself, instead of a means to a more important end - sustainable competitive advantage.

Kenneth Mikkelsen's insight:

In PwC’s latest CEO study, more than half of CEOs surveyed said they believe they will be competing in new sectors in the next three years, and 60 percent said they see more business opportunities now than they did three years ago. But almost three-quarters of respondents expressed concern that their companies lack the skills needed to meet future competitive threats. In these conditions, agility is critical.

With strategic responsiveness and organizational flexibility, you can move quickly when your industry changes.

ALONSO MICHELE's curator insight, May 17, 6:31 AM

Une couche de plus sur l'agilité des entreprises. En tout cas, le mot est français. Il fallait le trouver le "faux-agile"!.

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Charles Handy on Qualities of Vision and Leadership

Charles Handy speaks at Leadership All-Stars in downtown Los Angeles during the Drucker Centennial celebration. Charles is a globally renowned business expert and is often regarded as Britain's greatest management thinker. He has been an executive, a theorist, a management thinker and a student of business all his life.

Heinz Peter Wallner's curator insight, March 11, 5:08 AM

Ein ganz großer Management-Denker!

María Dolores Díaz Noguera's curator insight, March 11, 7:23 AM

Gestión y Liderazgo...Charles Handy on Qualities of Vision and Leadership | @scoopit via @LeadershipABC http://sco.lt/...

www.whatawaist.ca's curator insight, April 19, 12:13 PM


Rescooped by Kenneth Mikkelsen from Leadership Development for a Globalized Era

6 Leadership Theories to define Effectiveness of Leaders

6 Leadership Theories to define Effectiveness of Leaders | LeadershipABC | Scoop.it

In this blog piece, Bhudeb Chakrabarti highlights six different theories of leadership that been developed over the years to explain how people lead others. 

He highlights:

  • Trait theories
  • Behvaioural theories
  • Contigency theories such as those proposed by Fred Fiedler and Hersley-Blanchard
  • Charismatic Leadership
  • Transactional Theory
  • Transformational Leadership

He describes leading as the art of influencing and motivating people to perform in a manner to achieve a common goalThe sum total of a leader’s roles, tasks and responsibilities and interpersonal influences constitutes leadership in his opinion.

Via Matthew Farmer
Jean Marc Santi's curator insight, March 9, 3:36 AM

Ou en êtes vous? quel type de leader sommeille en vous?

Jean Marc Santi's curator insight, March 10, 2:34 AM

Leader = personne ayant un rêve dans lequel d'autres se retrouvent.... 

Owen Roper's curator insight, March 19, 9:19 AM

This is great information for Leaders to get continued knowledge, you can always learn something new.

Scooped by Kenneth Mikkelsen

Leading Minds Instead of Managing Behavior

Leading Minds Instead of Managing Behavior | LeadershipABC | Scoop.it

We are in the midst of a paradigm shift that, at times, can be disconcerting. But if we embrace the new worldview that science gives us, we stand to be far more effective managers. The place to start is with an understanding of three fundamental discoveries about how the brain works.

Kenneth Mikkelsen's insight:

In light of this new understanding of how the mind works, conventional management practices no longer make sense.

We now know that a manager’s performance feedback and the use of rewards to motivate produce the opposite of what we intend. Organizations waste resources vainly trying to thwart our natural inclinations. Our quantifiable objectives cause us to focus on the short term at the expense of the long term.

Ben Olmos's curator insight, March 1, 4:48 PM

Feedback is a very important activity managers perform often in their role; however, for many it is difficult to understand why feedback is not effective.  After all, it's not as if the two people sitting in the room are speaking a different language.  How to deliver feedback is a hot topic.  In fact, there are a number of management training courses and articles written on the best and most effective ways to deliver feedback; however, may the approach for providing feedback is all wrong.  Jacobs explains that there is emerging research providing insight on why we may need to change our view of feedback and the effect it has upon those receiving it.  According to recent research, criticism has a negative effect on performance, which is probably not all that surprising.  However, it has also been found that there is no correlation between praise and improvement either.  Take a look at the following to understand how managing behavior is less effective than leading minds.  

Owen Roper's curator insight, March 19, 9:23 AM

In the words of Napoleon Hill, If you can control your mind, your thoughts. Then what you can believe, you can achieve, you will receive it. The Masters Plan goes hand in hand with the Master Mind theory.

Scooped by Kenneth Mikkelsen

What Millennials Want from Work, Charted Across the World

What Millennials Want from Work, Charted Across the World | LeadershipABC | Scoop.it

As more Millennials assume leadership positions around the world, organizations are becoming increasingly concerned with how to ensure their success. However, most existing research on those born between the early ‘80s and late ‘90s is skewed toward understanding what a narrow, typically Western, population wants. Conclusions based on such a limited sample could lead to bad decisions (and missed opportunities) around attracting, retaining, and developing millennial leaders in a global business environment.

Kenneth Mikkelsen's insight:

To broaden our understanding of what Millennials want at work, INSEAD’s Emerging Markets Institute, Universum, and the HEAD Foundation conducted the first of what will become an annual survey of Millennials — and the largest study of its kind. We surveyed 16,637 people between 18 and 30 years old, in 43 countries across Asia, Africa, Europe, Latin America, the Middle East, and North America.

The data was collected from May to August 2014, and the results are presented in “Millennials: Understanding a Misunderstood Generation.

judyhouse's curator insight, February 24, 4:32 PM

Millennials’ pursuit of work-life balance over money, or their expectation of rising rapidly in their chosen careers. Are these and other stereotypes really true? Seems there's a connect between passion and purpose.

Ian Berry's curator insight, February 24, 11:21 PM

Anyone with eyes and ears open knows all this. The key is the action we take

Jerry Busone's curator insight, April 22, 8:28 AM

great Global insight about generations 

Rescooped by Kenneth Mikkelsen from Management Books: MANAGEMENT DESIGN and THE PERFORMANCE TRIANGLE

A Model for Corporate Agility

A Model for Corporate Agility | LeadershipABC | Scoop.it

Resources on Diagnostic Mentoring: Managing in Turbulent Times by Lukas Michel. This is some of the most interesting work being done in reinventing organizations. Via this link you'll find articles from conference presentation, publications and papers.

I also encourage you to read Lukas' books: 

Management Design: Managing People and Organizations in Turbulent Times: a Visual-Thinking Aid

The Performance Triangle: Diagnostic Mentoring to Manage Organizations and People for Superior Performance in Turbulent Times

Via Lukas Michel
Lukas Michel's curator insight, December 17, 2014 4:08 AM

A preview on our new publication with the research on our book and management model for more agility of firms: Download: http://www.agilityinsights.com/en/publications/Publications

Antoine Bonhomme's curator insight, February 19, 5:07 AM

Interesting model with some details on the level of interactions between the different part of the triangle (leadership, culture, system), in the context of increasing pace of change, where stability of organizations becomes rare and challenge ability of companies to remain high perrfomers.

Steve Petzer's curator insight, February 19, 10:09 AM

"To win in an increasingly dynamic, ambiguous, and volatile environment, leadership teams in most industries must be agile – flexibly react to early signs and act on them quickly.  In the increasingly complex operating environment of an organization where stakes on even small decisions are high, leaders need to rely on employees at the periphery to make decisions..."

Agility and trustworthiness are to very key characteristics any winning team should have!

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The New CEO’s Guide to Transformation

The New CEO’s Guide to Transformation | LeadershipABC | Scoop.it

New CEOs and senior executives often take over with a mandate for change. A structured four-step process can help them launch a transformation program and improve performance in a sustainable way.

Kenneth Mikkelsen's insight:

A  framework from Boston Consulting Group that can help leaders define the collective transformation ambition for companies. The framework has three critical components:

  • Funding the Journey. Launch short-term, no-regret moves to establish momentum and to free up capital to fuel new growth engines.
  • Winning in the Medium Term. Develop a business model and operating model to increase competitive advantage.
  • Building the Right Team, Organization, and Culture. Set up the organization for sustainable high performance.

Miguel Herrera E.'s curator insight, May 22, 8:29 AM

Transformación Rendimiento Mejorar párrafo, preguntas una respuesta.


Showleh Tolbert's curator insight, May 23, 11:40 AM

Leadership is not a position or title, it is action and example. 

Boost Your Sales's curator insight, May 23, 2:16 PM

It's all in the questions you ask (yourself)

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What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence

What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence | LeadershipABC | Scoop.it

Two decades before Daniel Goleman first wrote about emotional intelligence in the pages of HBR, he met his holiness the 14th Dalai Lama at Amherst College, who mentioned to the young science journalist for the New York Times that he was interested in meeting with scientists. Thus began a long, rich friendship as Goleman became involved over the years in arranging a series of what he calls “extended dialogues” between the Buddhist spiritual leader and researchers in fields ranging from ecology to neuroscience. Over the next 30 years, as Goleman has pursued his own work as a psychologist and business thinker, he has come to see the Dalai Lama as a highly uncommon leader. And so he was understandably delighted when, on the occasion of his friend’s 80th birthday, he was asked to write a book describing the Dalai Lama’s compassionate approach to addressing the world’s most intractable problems.

Kenneth Mikkelsen's insight:

Three kinds of empathy are important to emotional intelligence: cognitive empathy – the ability to understand another person’s point of view; emotional empathy – the ability to feel what someone else feels; and empathic concern – the ability to sense what another person needs from you. 

Cultivating all three kinds of empathy, which originate in different parts of the brain, is important for building social relationships and compassion.

Shawn Boockoff's curator insight, May 6, 9:10 AM

We can get better at cultivating compassion...if we practice at it.

Jan(McMorris)Manimoi's curator insight, May 6, 4:02 PM

    "I am excited about Daniel Goleman's new book,"Force of Good" coming out in June.  I believe that it will have a very positive impact of increasing people awareness concerning compassion,three types of empathy,emotional intelligence and call to action in getting much more involved in family,business,community and global problems.

    To be human is to connect to humanity and become a very active participant in creating possible solutions for world and community problems.

    The depth of the Dalai Lama's compassion for future generations 

and his vision of global collaboration touches the hearts of many people all over the world.

    Dalai Lama is an excellent role model for many.  He is a world citizen.  He is driven to research world problems in depth and able to communicate with people on all levels. He shows compassion for all.

He is able to reaches out his heart and hands to connect and help many at all levels. He shows no partiality.   How could we not appreciate,cherish him and follow his lead? Of course, we want to know much more about this man, Dalai Lama.  He arouses much curiosity of mind and heart.

    Thank you Andrea Ovans for the opportunity to read your article."

Miguel Herrera E.'s curator insight, May 10, 11:46 PM

Porque es tan importante ser empatico y como aprenderlo

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Rise of HR

Rise of HR | LeadershipABC | Scoop.it

“The Rise of HR: Wisdom from 73 Thought Leaders,” is a recent anthology published by the HR Certification Institute in collaboration with Dave Ulrich, Professor, University of Michigan and Co-founder of The RBL Group, Bill Schiemann, CEO, Metrus Group, Inc. and Libby Sartain, Business Advisor and Board Member. 

Kenneth Mikkelsen's insight:

The following ten themes from the book offer valuable reflection, action and further reading for HR professionals around the world.

  1. The HR professional of today is more likely to be a talent expert, a technology expert and a consultant.  They must focus on 3 categories of skills: how to recruit, develop, and manage people; how to organize, enable and improve the organization; and how to manage, leverage, and exploit data and technology.
  2. Getting the transformational change process right in an organization means attending to the Structural, Cultural and Human elements. All change requires an expenditure of physical, emotional and cognitive resources that should be prioritized like any other organizational asset.
  3. HR leaders need to be conductors of the organizational orchestra, by coordinating the orchestra and being comfortable balancing the various tensions (individual versus firm, star versus supporting players, timing, and flow).  Three key elements underlying the new HR are talent, data and strategy, and require an ability to coordinate alignment across different levels of organizational hierarchy.
  4. HR professionals will need to spend more time thinking about and developing strategies for operating in what has become a transparent world.  More than ever before, HR professionals have to approach their role by constantly reminding their organization to consider the question: What would happen if an employee or customer saw this, or if this appeared on the front page of the newspaper?
  5. Creation of an employer brand is as important as our corporate brand - and thus HR and marketing should be attached at the hip.  In this age of transparency, employees are the media and HR is essential to marketing, as they deliver on the brand promise day in and day out.
  6. In any business dialogue, an HR professional can proffer three unique contributions - Talent, Leadership and Organization.  Three dimensions of competitive organization are organizational capabilities (what the organization is known for, good at doing, how it allocates resources), culture (pattern of how people think and act) and management actions (intellectual, behavioral and process agendas).
  7. Culture is the catalyst that connects executive leadership goals to HR goals and creates a perpetual winning environment.  Great cultures are created through everyday relationships that employees have with leaders, their work and with one another.
  8. Success in any field is based on two characteristics: long term resilience and the ability to be centered, or "in the zone" more frequently.  This resilience center spans five aspects of our lives: our emotions, our physical selves, our spirits, our finances and our relationships.
  9. Workforce metrics is strategically important for firms because the workforce is most firms' single largest expenditure - and the least scrutinized in assessing its impact on value creation.  HR must focus on delivering outcomes that enable top-line growth through the firm's strategic mindset and by leveraging the performance of individual roles that impact value creation and top-line growth.
  10. Forward-thinking HR organizations choose their leadership arenas carefully, letting others take the lead when trends are new to HR, and taking a leadership role as HR becomes more involved.  It means gaining credibility with functional partners from other disciplines so that they welcome the involvement of HR in their domain and are willing to help translate and apply their expertise to HR issues.

Miklos Szilagyi's curator insight, April 12, 5:02 PM

Free pdf, 582 pages...

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Stop Trying to Find Your True Self at Work

Stop Trying to Find Your True Self at Work | LeadershipABC | Scoop.it

Self-awareness has become a synonym of conformity, another word for being mindful of what others think of us. Authenticity has become a synonym of consistency, a term understood to mean acting uniformly in different domains. And we have come to regard the true self less like a seed and more like a diamond.

Kenneth Mikkelsen's insight:

Work that gives us joy, or that others applaud, may well be an expression of our true selves. But that work is not our true self. The moment we think it is we become captive by, rather than makers of, it.

Graham Ward's curator insight, April 7, 3:49 AM

Excellent article by one of INSEAD's top leadership professors. 

Ivon Prefontaine's curator insight, April 7, 7:05 PM

There are good points made in the article. I found teaching was something that could help make me fuller and give me more a sense of who I was.



www.whatawaist.ca's curator insight, April 19, 12:03 PM

Very True

Scooped by Kenneth Mikkelsen

Internal Memo: Zappos is offering severance to employees who aren’t all in with Holacracy

Internal Memo: Zappos is offering severance to employees who aren’t all in with Holacracy | LeadershipABC | Scoop.it

Aimee Groth has been following Zappos' transformational journey to become a self-managing organization on Quartz for some time.

This article reveals what goes on behind the scene in Zappos and brings forth an internal memo from CEO Tony Hsieh where he literally asks the employees to get on board, or hit the door.

In his memo, Hsieh details the theory behind self-organization and asks employees for input on how to increase performance in a company without traditional managers. 

In the memo you'll also find references to Frederic Laloux's research portrayed in the book "Reinventing Organizations." 

You can access a talk that Frederic Laloux gave at RSA in February 2015 here

Kenneth Mikkelsen's insight:

I also encourage you to read Financial Times' response to the article. You can read the story by Andrew Hill here: Zappos and how to manage a move to self-management.

I have collected a wide rage of articles, Slideshares and videos that will get you up to speed on holacracies in a previous Storify thread that you can access here

Read also Bud Cadell's blog post on Medium on Why Self-Organizing is So Hard.

Shawn Boockoff's curator insight, April 1, 7:32 AM

Interesting approach and especially supportive of choice to leave if it's not your "cup of tea". However, this has a significant cultural affect, and I suspect those that stay won't all be on board. Hope the commitment is there to see it through or it will just be ugly.

Scooped by Kenneth Mikkelsen

The Most Productive Way to Develop as a Leader

The Most Productive Way to Develop as a Leader | LeadershipABC | Scoop.it

Everybody loves self-improvement. We want to get smarter, network better, be connected, balance our lives, and so on. That’s why we’re such avid consumers of “top 10” lists of things to do to be a more effective, productive, promotable, mindful — you name it — leader. We read all the lists, but we have trouble sticking to the “easy steps” because while we all want the benefits of change, we rarely ever want to do the hard work of change.

Kenneth Mikkelsen's insight:

Think of self-improvement as play, not work.

John Michel's curator insight, March 29, 11:30 AM

Much research shows how play fosters creativity and innovation. I’ve found that the same benefits apply when you are playful with your self-concept. Playing with your own notion of yourself is akin to flirting with future possibilities.

Kimberley Richardson's curator insight, March 30, 9:39 AM

Self-improvement requires a commitment to being the best person and leader you can be. 

www.whatawaist.ca's curator insight, April 19, 12:06 PM

Very True

Scooped by Kenneth Mikkelsen

10 Principles of Organization Design

10 Principles of Organization Design | LeadershipABC | Scoop.it

 In the 18th annual PwC survey of chief executive officers, conducted in 2014, many CEOs anticipated significant disruptions to their businesses during the next five years as a result of external worldwide trends. One such trend, cited by 61 percent of the respondents, was an increasing number of competitors. The same number of respondents foresaw changes in customer behavior creating disruption. Fifty percent said they expected changes in distribution channels. As CEOs look to stay ahead of these trends, they recognize the need to change the organization’s design. But for that redesign to be successful, a company must make its changes as effectively and painlessly as possible, in a way that aligns with its strategy, invigorates employees, builds distinctive new capabilities, and makes it easier to attract customers.

Kenneth Mikkelsen's insight:

These fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy.

Steve Bax's curator insight, March 24, 6:00 AM

This is a very topical, well written piece on the ongoing issues of organisational structure design. The principles are sound and resonate with previous theorists such as Lewin, Deal and Kennedy. There are some good examples and strong recommendations for what NOT to do too. The comments on benchmarking are particularly relevant for many organisations seeking to establish their own position in the marketplace. Another key message is to let go of the past. Leaders need to build on strengths - formal or informal - and look ahead.

Karen Silins's curator insight, March 25, 11:53 AM

Nice list of elements in organizational design.

Scooped by Kenneth Mikkelsen

The Single Best Way To Develop Leadership Skills

The Single Best Way To Develop Leadership Skills | LeadershipABC | Scoop.it

You might learn a great deal in school, but it’s doubtful that you’ll actually develop as a leader by reading a book or taking a course. The military is right about experiential development: People grow and become leaders by making a commitment to a cause, and having personal responsibility and accountability.  

For those of us in civilian life, there are also ways for us to develop as leaders through experience: through volunteer service. There are myriad nonprofit missions from which to choose, roles and positions in which to engage that are meaningful and productive, and paths for personal and professional advancement.

Kenneth Mikkelsen's insight:

Alice Korngold is the author of A Better World, Inc. A book that I highly recommend.

You can follow Alice on Twitter here: @alicekorngold.

george_reed's curator insight, March 11, 8:09 PM

According to the Harvard Confidence in Leadership Index, the military is the one segment of American society in which most Americans report a high degree of confidence. They are clearly doing something right, and that probably includes a process for leader development. 

Scooped by Kenneth Mikkelsen

6 Leadership Styles, And When You Should Use Them

6 Leadership Styles, And When You Should Use Them | LeadershipABC | Scoop.it

Great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job.

Kenneth Mikkelsen's insight:

Here are the six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:

  1. The pacesetting leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be "Do as I do, now." The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation.

  2. The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be "Come with me." The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.

  3. The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be "People come first." The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.

  4. The coaching leader develops people for the future. If this style were summed up in one phrase, it would be "Try this." The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.

  5. The coercive leader demands immediate compliance. If this style were summed up in one phrase, it would be "Do what I tell you." The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

  6. The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be "What do you think?" The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.
Miklos Szilagyi's curator insight, March 7, 2:02 AM

OK, after theories the leadership styles to choose from...

junewall's curator insight, March 8, 10:25 PM

What do you think? .... Try this.... but remember People come first!


What styles do you use more often than the others?

Jean Marc Santi's curator insight, March 9, 3:34 AM

Just because it's so adaptative

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Making the Big Behaviour Breakthrough

Making the Big Behaviour Breakthrough | LeadershipABC | Scoop.it

A 2008 Harvard Business Review survey involving 125,000 participants at companies in more than 50 countries found that three out of every five companies surveyed rated their organizations as weak at execution. This sounds shocking. But understanding why so many managers have such little faith in their organizations’ ability to execute strategies isn’t hard if you look in the right place.

Kenneth Mikkelsen's insight:

When it comes to what executives think matters most to the bottom line, it is clearly time for some attitude adjustments.

Nearly all CEOs today invest in leadership. And yet, after decades of sustained research on the topic, these investments typically lead to questionable results rather than clearly improved levels of leadership.

As The Conference Board put it in 2008, “The study and practice of leadership and leadership development continues to be a work in progress, albeit one that shows frustratingly little progress.”


In many cases, leaders simply don’t see the significant value lost when employees fail to adopt desired behaviours or choose to adopt them incompletely. Despite all that’s been said about the importance of behaviour in recent years, most executives continue to dismiss it as “soft stuff.”

Joan Nichols's curator insight, March 2, 5:42 AM

Changing behavior is key to a good  change management strategy but often overlooked in many industries.   Insightful health care examples provided in this article...

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You Don’t Have to Be the Boss to Change How Your Company Works

You Don’t Have to Be the Boss to Change How Your Company Works | LeadershipABC | Scoop.it

Most workplaces face constant imperatives for change - from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.

Kenneth Mikkelsen's insight:

It’s no surprise that people resist organizational change - they are overworked and overburdened, and simply don’t have the bandwidth to embrace change. Further, they rely on habits and routines to help them meet their own work demands, and so change - which disrupts those habits and routines, and forces people to engage in new, active, and energy-demanding ways - appears highly undesirable.

An effective strategy for creating change requires several elements, but one of the most important is to convince people to alter their attitudes—to move from rejection to openness, at least, or embrace, at best. If you can create change in people’s attitudes, it’s much easier to change their behavior.

But you need to know where people's OK Zone is first and foremost. 

donhornsby's curator insight, March 12, 9:59 AM

(From the article): Whether you’re buying new printers, reducing bias…or merging departments, revising reporting relationships, or anything else…consider using the power of baby steps in your change initiative. By investing just a bit of up-front effort, you’ll almost certainly achieve stronger and more widespread support.

Graeme Reid's curator insight, March 13, 12:34 AM

Good article on how to use influencing skills to bring about change.

Jason Leong's curator insight, April 26, 6:47 PM

"If Brian’s presentation started with a big slide proclaiming “All of you are biased”—that is way outside of this engineer’s OK zone. It’s in her latitude of rejection—or the “reject zone.” This is the crucial point: When attitudes are too far from our OK zone, we not only don’t buy them—we actively retrench against them. We marshal all of our resources to oppose the person making the argument."

Scooped by Kenneth Mikkelsen

Is Your Leadership Style Right for the Digital Age?

Is Your Leadership Style Right for the Digital Age? | LeadershipABC | Scoop.it

Advancement in digital technologies has disrupted everything, including leadership styles.

Employees want more ownership rather than to follow instruction; customers want to participate in the marketing and development process; and leaders are finding that open and agile organizations are able to maneuver more effectively than organizations where all insight and direction comes from the top. In short, the autocratic Commander, whether brilliant or misguided, just won’t cut it anymore.

Kenneth Mikkelsen's insight:

What has changed in the last 20-30 years to require new ways of leading?

Technological advancement has created a ripple effect that is transforming the market. Today’s digital technologies — social, cloud, big data analytics, mobile and the Internet of everything — have created new, intangible, sources of value, such as relationships and information that are delivered by new business models.

Along with the new sources of value, customers and employees’ wants and needs have evolved as digital technologies have created new ways of interacting with businesses.

Becky Willmoth's curator insight, February 20, 6:08 AM

Within this article four leadership styles are discussed, with a place advocated for each. However in the digital age, the co-creator is the most desirable and rarest of the leadership styles described. Desirable as she or he generates more innovation, growth and profit. Rare as the capabilities required of this leader are complex and borne of authenticity and trust, with a preference for eco, rather than ego, systems.

To support the evolution of the co-creator, leadership development approaches should enable leaders to create broad and diverse networks, encourage them to bridge (or remove) boundaries, offer a space to relinquish control and the desire to create shared value. 

june holley's curator insight, February 20, 7:10 AM

Even though this is directed at businesses, it shows how we are moving to a network age where people want to be part of engaged networks. How do we shift our ideas about leadership to support this larger shift?. 

Shannon Banks's curator insight, February 22, 5:29 PM

Top-down leadership is no longer viable in the digital age. This article gives great context for technological reasons behind this shift.

Scooped by Kenneth Mikkelsen

The Cynefin Framework: Using the Most Appropriate Problem-Solving Process

The Cynefin Framework: Using the Most Appropriate Problem-Solving Process | LeadershipABC | Scoop.it

The most effective leaders understand that problem solving is not a "one-size-fits-all" process. They know that their actions depend on the situation, and they make better decisions by adapting their approach to changing circumstances.

But how do you know which approach you should use in a particular situation? And how can you avoid making the wrong decision?

Kenneth Mikkelsen's insight:

Use Dave Snowden's Cynefin framework to identify the type of situation you’re in, so that you can decide how to move forward.

Watch also this video with Dave Snowden explaining the Cynefin framework. And dig into Dave's blog posts here

Mike Donahue's curator insight, February 16, 10:19 AM

This framework provides guidance to solving different problems in different ways rather than approaching all problems with the same process. The article provides some simple but clear examples of how to know which situation you're in and how to proceed.

Daniel Egger's curator insight, March 15, 4:00 PM

Cynefim is all about understanding your context. It divides the logic of the present situation in obvious, complicated, complex or chaotic. There exit many possible ways to excel in innovation, futuring and strategy. Still, strategy is often obvious, especially when you link monetary rewards with execution. Innovation was adapted by the market as complicated (sense, analyze and respond). And Futuring is by definition complex, and we can fully understand it only when it arrives. The interesting aspects in that observation is that organizations have to work all three dimensions - obvious, complicated and complex to guarantee sustainable value generation over time. We need integration.


However, the categorization of Strategy, Innovation and Futuring represent only their initial states and different methods, methodologies and tools exist to alter their dimension in the Cynefim Model. The Framework is rich, inspiring and most importantly helps you to increase the awareness about the initial situation and what challenges lie ahead. 

Dorothy Retha Cook's curator insight, March 26, 8:47 AM

Some things are worth having others are worth keeping.