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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

 

 

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Fernando Mazzuli's curator insight, August 23, 2013 6:00 AM

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

rob halkes's curator insight, July 22, 6:14 AM

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


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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

I collect gold nuggets 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. 

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.


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. 


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen


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


Twitter: www.twitter.com/LeadershipABC

  

Enjoy!

 

Kenneth

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Leadership Lessons From A War Zone

Leadership Lessons From A War Zone | LeadershipABC | Scoop.it

U.S. Air Force Brigadier General John Michel knows about leadership in challenging environments.


This is an interesting article with fellow Scooper, @John Michel. I in particular like the idea of 'The Order of the Penguin' award that goes to the person who represents the principle of smart risk-taking.


You should also follow John on Twitter here: @JohnEMichel.

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Leadership Is About to Get More Uncomfortable

Leadership Is About to Get More Uncomfortable | LeadershipABC | Scoop.it

Good leaders have always stepped out of their comfort zones, but converging global megatrends are putting more pressure on those at the top to navigate a faster, more complex, more integrated, and more transparent business world.


Kenneth Mikkelsen's insight:

Transparency and complexity make the boss's chair increasingly painful to sit in.


Read also this article from The Economic Times in India:


More than half of Chief Executive Officers would have a senior 'digital' leader role among them by the end of 2015, Gartner's 2014 CEO and Senior Executive Survey report said.


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Miklos Szilagyi's curator insight, July 21, 12:38 PM

Yeah... Leadership 2030...:-))) if one  found out Leadership 2014, there would be a great sigh...:-)))

Lisa McCarthy's curator insight, July 22, 3:24 AM

All leaders will see life become more chaotic and overwhelming, and their struggles and management will be more visible than ever. Egocentric leaders will have a difficult time evolving, if they even can, and will be unable to thrive in such discomfort. Organizations need to develop leaders who are motivated by altrocentric leadership. They will be better prepared to succeed in 2030 and beyond.

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Nearly 100 Chinese firms are among the 500 largest—what is the corporation of the future?

Nearly 100 Chinese firms are among the 500 largest—what is the corporation of the future? | LeadershipABC | Scoop.it

Be prepared for a future in which the concept of a corporation - how it's structured, how it's governed - will vary widely. 


If companies didn't begin with a culture of purpose and principles, an internationally, ethnically diverse membership will demand it, as universal values and ethical codes facilitate communication, coordination and cooperation. More companies will be shape-shifting bundles of activities, designed for flexibility rather than stability and predictability.


To deal with a rapidly changing environment and the fluid boundaries of business units that come and go, more work will be done by crosscutting project teams, and there will be more bottom-up self-organizing—a matrix on steroids. Companies will embrace the always-on, always-accessible, democratizing communication of social media, or fall behind.


Kenneth Mikkelsen's insight:

Excellent column by Rosabeth Moss Kanter.


The Harvard Business School professor says corporations will be globally connected and socially accountable, so their conduct will converge on a few universal standards and norms.

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Why Businesses Must Stand Up for What They Believe

Why Businesses Must Stand Up for What They Believe | LeadershipABC | Scoop.it

According to business owner, designer and author Brian Sooy, a business must know what it stands for to make a difference. In this episode of Work That Matters, Brian Sooy explains what the elements are to be a business that is clear on what it stands for - what it’s cause is.

Kenneth Mikkelsen's insight:

Interview Topics:

  • Communicating your cause to create alignment
  • Aligning your communications to your business’s calling
  • Reconnecting with your business’s mission
  • The four personalities of a cause


Additional Resources

  • The 2014 Deloitte Core Beliefs & Culture survey also found that focusing on purpose rather than profits builds business confidence and drives investment. You can read more about the survey here
  • In the May 2014 edition of Harvard Business Review Nick Craig and Scott Snook wrote this brilliant article: From Purpose to Impact.
  • In the spring edition 2014 of MIT Sloan Management Review Julian Birkinshaw, Nicolai J. Foss and Siegwart Lindenberg wrote this excellent article: Combining Purpose With Profits.
  • In the January 2011 edition of Harvard Business Review Michael Porter and Mark Kramer wrote this important article: Creating shared value


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Why Your Life Needs A Mission Statement

Why Your Life Needs A Mission Statement | LeadershipABC | Scoop.it

The same strategies used to create a business plan can tell you if you're on the right track in your career and personal life.

Kenneth Mikkelsen's insight:

How aligning your values with a mission statement can have powerful results.

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Graeme Reid's curator insight, July 14, 4:27 PM

How can I tell you if you are heading in the right direction if you don’t where you are headed.

Tony Phillips's curator insight, July 15, 6:33 PM

I love it!

Dixie Binford's curator insight, July 24, 6:28 AM

Good guidelines for school leadership in coaching/mentoring staff.

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4 Ways Leaders Can Create a Candid Culture

4 Ways Leaders Can Create a Candid Culture | LeadershipABC | Scoop.it

When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. You also need to demonstrate with words that you truly want people to raise risky issues.


Kenneth Mikkelsen's insight:

Listening matters. But sometimes you’ve got to open your mouth too and make positive statements to generate the safety people need.

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donhornsby's curator insight, July 14, 2:53 PM

(From the article): Sacrifice ego. On one memorable occasion Phil said in front of a group of middle managers: “I’ve been told I am unapproachable. I don’t know what that means. I would appreciate any specific feedback any of you would be willing to offer me.” The rest of the group looked on in awe as one brave soul, a manager named Terry, raised his hand. “I would be happy to, Phil.” Terry met later with Phil and gave a couple of suggestions – which Phil then shared publicly. Phil sacrificed his ego to show how much he valued candor and openness and that people were safe with him.

Ivon Prefontaine's curator insight, July 14, 4:44 PM

Don's point is well-made: sacrifice ego. Too often, bosses want to talk and not listen. Sometimes stepping back and listening is important. It allows the other person to share their complete thought rather than only half which might not be enough.

Ian Berry's curator insight, July 15, 5:09 PM

Please read co-creating cultures of candor too http://blog.ianberry.biz/2014/07/co-creating-culture-of-candor.html

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Even In An Age of Uncertainty, Managers Still Must Decide

Even In An Age of Uncertainty, Managers Still Must Decide | LeadershipABC | Scoop.it

Most managers take it for granted that the world has become much more volatile and complex and that we need to constantly adapt.  The days when we could simply plan and execute a strategy and hope to effectively compete are long gone.



Kenneth Mikkelsen's insight:

In an age of disruption, the only viable strategy is to adapt.


Further reading: 


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The Renaissance We Need in Business Education

The Renaissance We Need in Business Education | LeadershipABC | Scoop.it

Business education today is anachronistic in both how it is conducted and what its content focuses on. Our brick institutions have in no way caught up with what today’s technologies make possible in terms of virtual learning and individualized, customized instruction. More importantly, business education needs to evolve once again, revising its goals to educate leaders of the future who have a new set of skills: sustainable global thinking, entrepreneurial and innovative talents, and decision-making based on practical wisdom.

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Why Business Strategy is Changing

Why Business Strategy is Changing | LeadershipABC | Scoop.it

A shift in strategic thinking is underway as boards come to realise that they must respond faster to the changes shaping the global marketplace. The old notion of a set five-year plan has been transformed by the use of more emergent strategies, where assumptions about the future are tested more frequently and, if a new direction is needed, the business is fluid enough to be able to adapt quickly.


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David Hain's curator insight, July 3, 4:40 AM

The future is emergent - agile business recognise this and change tack faster and with more empowerment.

Tony Brugman (Bright & Company)'s curator insight, July 21, 7:26 AM

Nice expert discussion on strategy and change. "If CEOs delude themselves about the need to adapt, strategies will fail."

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The Lives and Times of the CEO

The Lives and Times of the CEO | LeadershipABC | Scoop.it

Throughout modern business history, CEOs have faced challenges and pursued opportunities tied to the times in which they led.


Kenneth Mikkelsen's insight:

This StrategyQ article looks at the evolution of the chief executive officer from 100 years back to a quarter century ahead.

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Traits of Truly Agile Businesses

Traits of Truly Agile Businesses | LeadershipABC | Scoop.it

Many organizations, in pursuit of growth, understand the need to be agile in every aspect of their business—from faster decision making to more flexible operations to collaborative ventures. Yet, there is often a gap between that awareness and cohesive action. The Accenture study on agility explores the common characteristics of agile businesses.


Kenneth Mikkelsen's insight:

Read Accenture’s research to understand how leaders act to become more agile.

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Lisa McCarthy's curator insight, June 24, 3:47 AM

Good article on the "Agile Organisation".

Marc Kneepkens's curator insight, June 27, 12:43 PM

Agile explained.

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Social Technology and the Changing Context of Leadership

Social Technology and the Changing Context of Leadership | LeadershipABC | Scoop.it

Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century.

Kenneth Mikkelsen's insight:

Read also Roland Deiser and Sylvain Newton's article from McKinsey Quarterly February 2013: Six social-media skills every leader needs.


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Donna Karlin's curator insight, June 24, 5:12 AM

In an increasingly global community this is critical. Collaboration across borders and in increasingly virtual work environments, a new playbook is in order.

Donna Karlin's curator insight, June 24, 5:19 AM

In an increasingly virtual work environment and global community this is critical

june holley's curator insight, July 19, 4:33 AM

Some really important material on connection between leadership and social technology...

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Leadership Ethics: It Doesn't Depend

Leadership Ethics: It Doesn't Depend | LeadershipABC | Scoop.it

Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.


Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.


Via Roger Francis
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Charlotte Hitchcock's curator insight, July 25, 1:49 AM

We need to learn to get the right priorities which may mean losing activity for a while but the long teem benefits will outweigh any kind of loss

Jeremy Pollard's curator insight, July 25, 3:26 AM

If culture beats strategy (Drucker) and Ethics is the basis of good culture - why, why why are there so many companies that refuse to take ethics seriously?

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Why Can't We Solve The Problem Of Short-Termism?

Why Can't We Solve The Problem Of Short-Termism? | LeadershipABC | Scoop.it

The reason we can’t solve the problem of short-termism is that it’s just a symptom. The real disease is maximizing shareholder value.

Kenneth Mikkelsen's insight:

Another monumental blog post by Steve Denning about the dumbest idea in the world: maximizing shareholder value. 

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Miklos Szilagyi's curator insight, July 23, 11:09 AM

Somehow it's even ridiculous... First everybody is for to kill short-termism... great... then, basically the same bunch of people are finding out that short-termism is like the phoenix bird it cannot be killed... great... then, basically the same bunch of people are finding out that the basic problem is not short-termism any more... great... I find this ridiculous, don't you?

Kenneth Mikkelsen's comment, July 23, 12:14 PM
It's a transparent learning process taking place online, Miklos. ;-)
Miklos Szilagyi's comment, July 23, 3:11 PM
:-))) it's such a mallable subject, main thing is that they always find fuels for the next turn...:-)))
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Don’t Sell a Product, Sell a Whole New Way of Thinking

Don’t Sell a Product, Sell a Whole New Way of Thinking | LeadershipABC | Scoop.it

Companies that successfully market and sell innovation are able to shift how people think not only about their product, but about themselves, the market, and the world.


Shifts in thinking don’t happen overnight, any more than going to a weekend yoga workshop makes you flexible. Think of it like learning a second language or building a new habit – in this case a mental habit. People need to see how the new way of thinking plays out in different contexts and situations.



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Miklos Szilagyi's curator insight, July 21, 12:46 PM

"The problem is that data, information, and value propositions are not enough to sell innovative products. We all know the saying, “I’ll believe it when I see it.” But when it comes to innovation, the truth is often “I’ll see it when I believe it.” To sell your idea to executives, buyers, and users, you have to change not only what they think, but how they think. Without the right mental model, they won’t see the problem, understand the benefits, or make the change."

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Calling all CEOs: It’s time to join Twitter

Calling all CEOs: It’s time to join Twitter | LeadershipABC | Scoop.it

Being a CEO on Twitter today is comparable to playing a game without an opponent. Fewer than 30 per cent of Fortune 500 CEOs are active Twitter users. This figure is astounding. I say this because Twitter, for all of its unique attributes, is the most powerful global communications tool in existence for business, government, and opinion leaders worldwide. Many business leaders have shunned Twitter. This needs to change.

Kenneth Mikkelsen's insight:

For senior executives social media is all about relevance and influence.


Additional resources: 


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Steve Bax's curator insight, July 16, 1:19 AM

Another interesting scoop from Kenneth Mikkelsen. Food for thought.

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Driving Organisational Change Under Pressure

Driving Organisational Change Under Pressure | LeadershipABC | Scoop.it

Intense pressure often calls for knee-jerk reactions. While firm responses are needed from leaders, they should resist the temptation to centralise control and stifle frontline ownership.


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David Hain's curator insight, July 14, 4:13 AM

Pressure challenges congruence - need to make sure even more carefully that actions match words, unless the whole strategy is changing.

donhornsby's curator insight, July 14, 2:23 PM

While firm responses are needed from leaders, they should resist the temptation to centralise control and stifle frontline ownership.

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Reinventing Management

Reinventing Management | LeadershipABC | Scoop.it

What is the future of management? Can management be reinvented to make it more effective as an agent of economic progress and more responsive to the needs of employees?

Kenneth Mikkelsen's insight:

Leadership is a process of social influence: it is concerned with the traits, styles, and behaviours of individuals that causes others to follow them. Management is the act of getting people together to accomplish desired goals. Or to put it really simply, we all need to be leaders and managers. We need to be able to influence others through our ideas, words, and actions. We also need to be able to get work done through others on a day-to-day basis.

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Michael Binzer's curator insight, July 10, 5:43 AM

Future management from a different perspective

David Hain's curator insight, July 14, 4:14 AM

Leader? Manager? Most of us are both - it's knowing where the intersection is and what to do in context that matters!

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Strategic principles for competing in the digital age

Strategic principles for competing in the digital age | LeadershipABC | Scoop.it

Digitization is rewriting the rules of competition, with incumbent companies most at risk of being left behind. Here are six critical decisions CEOs must make to address the strategic challenge posed by the digital revolution. 

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John E Smith's curator insight, July 8, 8:28 AM

Digital engagement is not a trial-error tool ... you need to think seriously about how you will use the various strategies and tools ...

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Management theory was hijacked in the 80s. We're still suffering the fallout

Management theory was hijacked in the 80s. We're still suffering the fallout | LeadershipABC | Scoop.it

We know what makes companies prosper in the long term. They manage themselves as whole systems, look after their people, use targets and incentives with extreme caution, keep pay differentials narrow (we really are in this together) and treat profits as the score rather than the game. And it's a given that in the long term companies can't thrive unless they have society's interests at heart along with their own.


Kenneth Mikkelsen's insight:

Good governance went out of the window when the Chicago school's reductive view of human nature took hold.

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Erwan Hernot's curator insight, July 6, 9:26 AM

Top managers and shareholders on one side and employees on the  other. Think it's past history (before the  fall of the Berlin Wall) ? Wrong. We're still in it.

Tony Brugman (Bright & Company)'s curator insight, July 21, 7:01 AM

Great read on Good Governance and (What went wrong in) Management! Brought to you in 2012 by The Guardian.

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Social Leadership: Crossing Boundaries

Social Leadership: Crossing Boundaries | LeadershipABC | Scoop.it

Our lives today weave between formal and social spaces, no longer defined by the four walls of the office or a clear distinction between technologies and communities. Social Leadership is a style suited to the Social Age: it’s about building reputation that leads into authority.


Kenneth Mikkelsen's insight:

Excerpt from the blog post:


Within formal spaces, authority is hierarchical, often embedded in team and management structures and through official channels. 


Social authority communicates through social channels and communities and is socially moderated: granted and removed contextually. It’s reputation based and often crosses into social technologies: that which sits within our pockets and plays by the rules of Facebook and Twitter.

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David Hain's curator insight, July 4, 2:52 AM

#SocialCapital or #RelationshipCapital builds networked communities through technology, but only when underpinned by trustful behaviours. PS: @julianstodd a #mustfollow!!

Gary Bamford's curator insight, July 4, 5:29 AM

Leadership Jim but not as we know it ...

Ivon Prefontaine's curator insight, July 4, 9:56 AM

Leading should occur on the boundaries (eco-tones) in organization. Anthony Bryk and others suggested the role of School leadership was to work on the boundaries between School and community rather than micro-managing what went on in School. That almost sounds like John Dewey.

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Eight Must-Have Competencies for Future Leaders

Eight Must-Have Competencies for Future Leaders | LeadershipABC | Scoop.it

Leaders tomorrow will succeed with a different skill set than that of today’s best. Smart leaders will spot the mid-career folks with greatest potential to become those outstanding future executives.

Kenneth Mikkelsen's insight:

In the June 2014 Harvard Business Review hiring guru Claudio Fernández-Aráoz says to spot those with high leadership potential look for four abilities:


  • Openness and curiosity
  • Recognition of new possibilities
  • Persuasion
  • An unstoppable drive


Daniel Goleman adds a few more distinguishing competencies  that set star leaders apart from mediocre:


  • Strategic Orientation – being able to think analytically and come up with a strategy.
  • Market insight – understanding the market and the business.
  • Results Orientation – the drive to achieve results through constant improvement as assessed by sound metrics.
  • Customer Impact – passion for pleasing customers and clients.
  • Collaboration and influence – working well with others, including influencing those not in one’s line of command.
  • Organizational Development – developing strengths for the company by recruiting, retaining, and developing future leaders.
  • Team Leadership – Building winning groups.
  • Transformation Leadership – leading the way toward new goals.
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Tony Brugman (Bright & Company)'s curator insight, July 21, 6:52 AM

Good Linkedin blog on Leadership stating that the Fundaments of Leadership will never change: "While leaders tomorrow will need these capacities to adapt to a turbulent world, the fundamentals of leadership will not change. The reason: leadership relies on mobilizing human skills. Always has. Always will."

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Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down

Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down | LeadershipABC | Scoop.it

Nearly 60 percent of all companies fail at the double act of sustaining both results and investment year in and year out. That’s because most corporate leaders address the short-term–long-term tension by seeking the right balance between today and tomorrow. When the two are out of balance, this means taking less of one in order to get more of the other. And it inevitably leads to a kind of corporate schizophrenia, where companies switch between visionary, manic investment and aggressive, “performance-oriented” retrenchment — often with a leadership change marking the end of one phase and the start of the other.

Kenneth Mikkelsen's insight:

How to navigate the twin demands of current performance and future investment.

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The Great Transformation - Lead Article for 2014 Drucker Forum

The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.

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Leading Innovation is the Art of Creating ‘Collective Genius’

Leading Innovation is the Art of Creating ‘Collective Genius’ | LeadershipABC | Scoop.it

As Linda Hill sees it, innovation requires its own brand of leadership. The coauthor of the new book Collective Genius discusses what's been learned from 16 of the best business innovators.


Kenneth Mikkelsen's insight:

"Innovation is a "team sport," not the act of a sole inventor. "Truly innovative groups are consistently able to elicit and then combine members' separate slices of genius into a single work of collective genius," the authors write.


Read also Collective Genius from HBR June 2014. 


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Joe Boutte's curator insight, June 23, 4:57 AM

I would also recommend Clay Shirky's "Here Comes Everybody: The Power of Organizing Without Organizations" for a different perspective of crowdsourcing and innovation.