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Making the big cheese

Making the big cheese | LeadershipABC | Scoop.it

In troubled times, leadership is key, and can make the difference between profit and bankruptcy. So what makes a successful CEO? 

Kenneth Mikkelsen's insight:

Skip all the "How to..." and "Do this..." articles and read this one instead. A phenomenal article with references to the work of Kevin Dutton and Manfred Kets de Vries.

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LeadershipABC
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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.

 

Enjoy!

 

Kenneth

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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.

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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?” 

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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.

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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.


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Ron McIntyre's curator insight, March 10, 11:18 AM

Always open to anything that Charles Handy presents.  Please share.

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/...

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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
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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.

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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.


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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.

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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.

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Roy Sheneman, PhD's curator insight, February 24, 9:08 AM

Interesting bit of research to consider and apply to your management style...

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

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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
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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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Shifting to more people-focused management styles

Shifting to more people-focused management styles | LeadershipABC | Scoop.it

Business is broken, with engagement and trust at an all-time low. A radically different way of thinking and acting, which focuses on people as the source of value, is needed. 


Kenneth Mikkelsen's insight:

This article in HR Magazine is written by Vlatka Hlupic, the author of The Management Shift: How to Harness the Power of People and Transform Your Organization For Sustainable Success.


I strongly encourage you to read Vlatka's excellent book. You can also follow her on Twitter here: @ManagementShift.


Watch an additional video with Vlatka here: Increasing profits by giving up control. Lastly, you can also read this article: Leading in all directions


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María Dolores Díaz Noguera's curator insight, February 11, 8:15 AM

El Cambio de la Gestión: como aprovechar el poder de la gente...Shifting to more people-focused management styles | @scoopit via @LeadershipABC http://sco.lt/...

David Hain's curator insight, February 12, 7:16 AM

We need to create human workplaces!

Prof. Hankell's curator insight, February 12, 9:26 AM

 Two of the main barriers to a lasting and effective leadership transformation are compartmentalization – treating ‘the people side’ as separate from strategy and cost control – and command and control mindsets, which often persist after a nominal shift towards empowerment has been made. 

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How Do You Rank the World’s Best CEOs?

How Do You Rank the World’s Best CEOs? | LeadershipABC | Scoop.it

How do you measure a CEO’s impact? An HBR team recently addressed that question by ranking CEOs according to the increases their companies have seen in total shareholder return and market capitalization across their whole tenures.


Kenneth Mikkelsen's insight:

The raking from HBR illustrates that social relevance must be taken into account when you measure a CEO’s impact.


Companies need to understand what value they are creating, not only for their investors, but also for their employees, customers, and society at large – and they need to know how their reputations reflect this net value creation.


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Tony Brugman (Bright & Company)'s curator insight, February 10, 5:13 AM

Wise decision by HBR to re-rank and recalculate their 'best-performing CEOs list'. This time the researchers did not only look at financial results, but also created a "non-financial performance index” (eg. workplace, citizenship, and governance). With interesting results...

 

Bonus quote:

"A great CEO’s legacy is never as one-dimensional as the ledger."

Lisa McCarthy's curator insight, February 10, 12:49 PM

Companies now need to understand what value they are creating, not only for their investors, but also for their employees, customers, and society at large – and they need to know how their reputations reflect this net value creation.

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Do you take the blue pill or the red pill?

Do you take the blue pill or the red pill? | LeadershipABC | Scoop.it

We find ourselves at a stage between The Industrial Age and The Network Age, which is hardly breaking news to anyone; but recent years have accelerated the interconnected shifts. So why is it that we as human beings continue to pursue strategies that we know are wrong? Why is it that we fail to change our course?


Kenneth Mikkelsen's insight:

The scene in The Matrix illustrates the difficult choice that business leaders face nowadays. Do you acknowledge the new reality and adapt to it? Or do you choose to carry on with the same mindset, skills, behavior and organizational culture, knowing that it will potentially damage your future existence?


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Steve Bax's comment, February 6, 10:06 AM
Excellent article. I have added it to the Marketing Leadership and Planning scoop.
Ron McIntyre's curator insight, February 6, 10:06 AM

Interesting approach. What do you think? Would love to see some discussion on this topic.

Ian Berry's curator insight, February 7, 1:09 AM

Very insightful article The blue pill is indeed the status quo and letting go the status quo when it no longer serves humanity is the key to leaving one age and entering the next

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Adjust Your Global Compass

Adjust Your Global Compass | LeadershipABC | Scoop.it

Many of our assumptions of globalization are formed by personal bias and public opinions that are expressed without substantiated data. As a result, executives lean towards dangerously flawed decision-making too often and pursue global one-size-fits-all strategies.



Kenneth Mikkelsen's insight:

In an interview with Pankaj Ghemawat, one of the world’s most accomplished business professors and global strategists back in 2011, I asked him to elaborate on the current state of globalization and the implications for executives who have to navigate through a heavy fog of misinformation. The points that Ghemawat made during the interview are still valid today.


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The Neuroscience Of Being A Good Leader

The Neuroscience Of Being A Good Leader | LeadershipABC | Scoop.it

Find out why it's important for leaders to understand how people feel about the freedom they have and their relationships at work.

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Charlotte Hitchcock's curator insight, January 24, 4:11 AM

Excellent article. More managers need to be aware of the negative impact of "micromanaging "  on their teams

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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.

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donhornsby's curator insight, Today, 9:26 AM

(From the article): Playfulness changes your mind-set from a performance focus to a learning orientation. One of the biggest reasons we don’t stretch beyond our current selves is that we are afraid to suffer a hit to our performance. A playful posture might help John feel less defensive about his old identity — after all, he’s not forever giving up his “secret sauce” and fountain of past success, he’s just practicing his bad swing.

John Michel's curator insight, Today, 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.

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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.


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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.

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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.


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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. 

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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.
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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.”


Why?


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.”


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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. 

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Damien Colmant's curator insight, March 1, 5:19 AM

Induire un changement n'est pas seulement dans les mains du boss. Nous sommes tous des leaders, en mesure d'influencer les autres à changer. Juste exiger ne suffit pas. Il faut obtenir le buy-in et y aller pas à pas. L'article illustre ceci avec un exemple.

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.

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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.

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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.

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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


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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.

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Smart Leaders Are OK with Seeming Uncertain

Smart Leaders Are OK with Seeming Uncertain | LeadershipABC | Scoop.it

Though it may be particularly hard for leaders to embrace uncertainty after years of being taught to display confidence, there is a clear business benefit in doing so. Research has shown that over-confident CEOs make overly risky decisions, often at the expense of their shareholders. Leaders who are able to come to terms with uncertainty and communicate it to employees may avoid such bad decisions.



Kenneth Mikkelsen's insight:

Confidence always looks good, but it doesn’t always work. In the long term, honesty is the only sustainable strategy. 


Rather than fooling themselves, or us, we should want our leaders to represent the truth, even when it makes their jobs harder. That is, after all, one of the great missions to which we entrust them: to take the complex information and broad vantage point to which they have access and convey it to the rest of us in a useful way. Doing so represents authentic and courageous leadership, even if it means being less certain.


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Kimberley Richardson's curator insight, February 12, 8:09 AM

Truth, transparency and vulnerability are the qualities of any great leader today - especially those who want to build trust.

george_reed's curator insight, February 12, 3:05 PM

For an excellent exploration of this topic, consider Embracing Uncertainty: The Essence of Leadership by Phillip Clampitt and Robert DeKoch.

Don Lowe's curator insight, February 15, 5:24 PM

It's amazing how difficult it is for people to use the phrases:"I don't know", "I need help", or "I was wrong".


But who would you rather work with or for...

1. Someone who, faced with a challenge they don't understand, pretends to know the answers (to give you confidence in their leadership)....or...

2. Someone who asks for your help when they  recognise they are in a situation that is beyond their level of competence?


Knowing (and admitting) when you're incompetent - perhaps the most important leadership competence!

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How to Lead in Ambiguous Times

How to Lead in Ambiguous Times | LeadershipABC | Scoop.it

A glance at today’s headlines leaves little doubt that we have entered a new era of geopolitical turbulence. Acts of terror and violence, humanitarian crises, and public health emergencies are rarely localized events. Instead, these shocks transcend borders, presenting global challenges. Just as one crisis fades, another rises to take its place.


Kenneth Mikkelsen's insight:

Stability, resilience, and relationships are the keys to thriving amid geopolitical crises.


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María Dolores Díaz Noguera's curator insight, February 8, 1:39 PM

Claves para la dirección...How to Lead in Ambiguous Times | @scoopit via @LeadershipABC http://sco.lt/...

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Organizing for the Unpredictable

Organizing for the Unpredictable - NOBL Collective - Medium

Barraged by lists of predictions, trends, and otherwise guesses. Swaddled in our own strategic plans. Yet, 2015 won’t conform neatly to our organizational goals and expectations — to succeed, we must learn to adapt ourselves and our organizations to the unforeseen events that will undoubtedly shape the year ahead.



Kenneth Mikkelsen's insight:

We live now in a world that is far more connected, frenetic, and unpredictable than ever before. A world that will outpace us, outwit us, belie our expectations, and make fools of our best laid plans — that is, if we don’t learn to adapt ourselves and our organizations.


I encourage you to have a look at Bud Caddell's organization, NOBL, here.

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Prof. Hankell's curator insight, February 1, 11:39 PM

We live now in a world that is far more connected, frenetic, and unpredictable than ever before...

Miklos Szilagyi's curator insight, February 2, 9:52 AM

“The important thing is to be able at any moment to sacrifice
what we are for what we could become”
— Charles Du Bos


"The survival of the fittest is the ageless law of nature, but the fittest are rarely the strong. The fittest are those endowed with the qualifications for adaptation, the ability to accept the inevitable and conform to the unavoidable, to harmonize with existing or changing conditions."
– Dave E. Smalley

Jan Matulewicz's curator insight, February 5, 3:58 AM

If the truly unthinkable is about to materialize anyway, since the certainty of our human ways in the near future is vanishing, one of the prudent strategies is engineering miracles both in personal life and business.  I find strange synergy in what is a joke today http://jahumatulewicz.blogspot.com/2015/02/engineering-miracles.html and what will be sensible tomorrow.

 

 

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Leadership as the Search for Greater Coherence

Leadership as the Search for Greater Coherence | LeadershipABC | Scoop.it

Literature around leadership is not hard to come by, but there are few texts that examine the process of leadership from where it begins – in the leader’s mind.

Kenneth Mikkelsen's insight:

In this article from European Business Review Nathan Harter analyses how great leaders have embraced the often complex multiplicity of their decisions and so brought coherence to their leadership.


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The Dawn of System Leadership

The Dawn of System Leadership | LeadershipABC | Scoop.it

The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.


At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.


Kenneth Mikkelsen's insight:

We are at the beginning of the beginning in learning how to catalyze and guide systemic change at a scale commensurate with the scale of problems we face.


In this article Peter Senge, Hal Hamilton and John Kania share their insights on the system leaders needed to foster collective leadership. 


According to the authors there are three core capabilities that system leaders must develop in order to foster collective leadership:


1. The ability to see the larger system.

2. The ability to foster reflection and more generative conversations.

3. The ability to shift the collective focus from reactive problem solving to co-creating the future.


The authors cover a lot of ground in the article. Here are a few points:


  1. Systemic change needs more than data and information; it needs real intelligence and wisdom.
  2. System leaders understand that plans and space are the yang and yin of leadership. Both are needed. But what is needed even more is balance between the two.
  3. Everybody wants tools for systemic change. But too few are prepared to use the tools with the regularity and discipline needed to build their own and others’ capabilities.
Senge, Hamilton and Kania goes on to mentioning a few tools and how they can be applied to develop core leadership capacities: 

Tools for seeing the larger system.
"Systems mapping" can be used to extend this inquiry by helping stakeholders build a visual picture of the relationship and interdependencies beyond the boundaries they normally assume.

Tools for fostering reflection and generative conversation.

"Peacekeeping circles" used by Roca and the dialogue interviews conducted by Winslow.


“Peer shadowing" means that a person accompanies somebody for a defined period of time to observe him/her during work and learn from this observation. 


"Learning Journeys" allow participants to move into unfamiliar environments, immerse themselves in different contexts and step into relevant experiences. 


"Dialogue interviews" engage the interviewee in a reflective and generative conversation. This tool can be used to prepare for projects, workshops, or capacity building programs.


I recommend that you look at some of the tools on Presencing Institute's (Otto Scharmer and Theory U) website here.  


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Ian Berry's curator insight, January 23, 9:12 PM

There's a lot to like in this article and much to contemplate. I particularly like the 3 core capabilities of see the large system, further reflection and more generative conversations, and shifting from reactive problem-solving to co-creating the future.

Jason Leong's curator insight, January 25, 7:13 PM

"System leaders like Baldwin and Winslow understand that collective wisdom cannot be manufactured or built into a plan created in advance. And it is not likely to come from leaders who seek to “drive” their predetermined change agenda. Instead, system leaders work to create the space where people living with the problem can come together to tell the truth, think more deeply about what is really happening, explore options beyond popular thinking, and search for higher leverage changes through progressive cycles of action and reflection and learning over time. Knowing that there are no easy answers to truly complex problems, system leaders cultivate the conditions wherein collective wisdom emerges over time through a ripening process that gradually brings about new ways of thinking, acting, and being.


For those new to system leadership, creating space can seem passive or even weak. For them, strong leadership is all about executing a plan. Plans are, of course, always needed, but without openness people can miss what is emerging, like a sailor so committed to his initial course that he won’t adjust to shifts in the wind. Even more to the point, the conscious acts of creating space, of engaging people in genuine questions, and of convening around a clear intention with no hidden agenda, creates a very different type of energy from that which arises from seeking to get people committed to your plan."

Debbie Diaz-Arnold's curator insight, January 28, 4:41 AM

Becoming a systems leader: capacity building at its best.