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Working professionally with leadership and management storytelling I collect gold nuggets on the subject, that I find useful, educational, and inspirational to others.
Stories you and learn and grow from. And stories that will provoke personal reflection and constructive action.
My aim is to provide you with insight into the latest trends - but at the same time stear clear of easily digested stories that leaves you with nothing but empty calories and meaningless buzzwords.
The subjects featured here all relates to the complex reality that leaders must navigate in today's business world.
You're welcome to connect via:
I hope you'll be inspired.
Leading others means dealing with a maelstrom of relationships implying an enormous amount of emotional management. As a leader, you are operating in settings rife with strife, which if left unresolved, can become a festering drag on an organization’s effectiveness. People who cannot forgive get stuck into a downward spiral of negativity, taking everyone around them with them.
Kets de Vries has run a year-long CEO programme at INSEAD – Challenge of Leadership: Creating Reflective Leaders.
To me he's a one of the most inspiring thought leaders. I suggest you also read my previous scoop here: Making the big cheese.
give another chance !
A great example of a leader who embodied forgiveness was of course Nelson Mandela, who we lost on Thursday 5th December 2013 #RIPNelsonMandela
Who should be accountable for identifying, cultivating and coordinating network effects inside the enterprise and out? The opportunities are clear; the responsibilities are not. Your organization needs a CNEO — a Chief Network Effects Officer — to integrate and align how your enterprise gets value from “harvesting collective intelligence.”
Reaping the network effects benefits of customers and clients is no longer good enough for sustainable value-added differentiation; tomorrow’s organizations need to better capture network effects-enabled value from their channels, partners and suppliers, as well. Monetizing network effects demonstrably makes for a helluva business model. That requires top management commitment and oversight.
Charles Handy's speech at the Global Peter Drucker Forum 2013. Handy stands out in the world. He's an oak tree in the management forrest. Listen to his interesting perspective on complexity and understand why it matters, that we look at the world through different lenses.
In the June 2006 Matthew Stewart wrote a fantastic article in The Atlantic about the problems causes by modern management gurus and their attempt to sell snake oil.
Excerpt from the article:
Management theory came to life in 1899 with a simple question: “How many tons of pig iron bars can a worker load onto a rail car in the course of a working day?”
The man behind this question was Frederick Winslow Taylor, the author of The Principles of Scientific Management and, by most accounts, the founding father of the whole management business.
The thing that makes modern management theory so painful to read isn’t usually the dearth of reliable empirical data. It’s that maddening papal infallibility. Oh sure, there are a few pearls of insight, and one or two stories about hero-CEOs that can hook you like bad popcorn. But the rest is just inane.
I highly suggest you read Matthew Stewart's book: The Management Myth: Why the Experts Keep Getting it Wrong.
Dan Pontefract's list of published articles and blog posts that inspired him during 2013. There are many great pieces on the list - and lots of inspiration to be found.
In this in-depth talk, ethnographer and leadership expert Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being.
Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.”
Wow.... for several reasons the topics and the thing as a whole in this forty-something minutes are: wow... still digesting it, I can only tell you there is hope for a better world because there are people like him... who are not only like him but who - like him - are able to transfer their beings, their attitudes in a very efficient way... it's also full a lots cognitiv things as well... great guy... I will review this sometimes and already search for his books...:-)))
For leaders or for managers who want to be leaders, for supporters to better understand the human nature, and for everybody who simply wants to know more...
A must see video!!
Narratives can help orient us towards a specific domain and encourage us to make a long-term commitment to that domain because of the exciting opportunity that awaits us there. But, it’s up to us. Will we make that commitment? Will we take the actions required to participate in that opportunity?
This is a post related to a previous post by John Hagel about narrative and passion which you'll find here.
You can find Jonathan Marks on G+ here and on Twitter here. You should alsohave a look at Jonathan's blog here.
We need a revolution in leadership. Watch the ANTI HERO video.
Even if today’s digital teams could prepare for every possible negative brush fire waiting to flare, social media’s real potential won’t be realized until the senior executives in charge of product and policy are part of the conversation.
A fine post on HBR by Morra Aarons-Mele. Morra tweets at @morraam.
This is just the latest example of a major company who doesn't understand the dynamics and power of social networks. It’s time to move on to a new way of thinking, living, and doing business.
In order to study great leadership you have to study great "followership." Great leaders naturally attract great followers.
Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to their success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.
Are you aiming for the Pinnacle?
Business transformation framework - How businesses can transform themselves to prosper in the years to come.
This Storify thread collects all the articles and blog posts about the 5th Global Peter Drucker Forum 2013. Theme: Managing Complexity.
Don’t just mourn Nelson Mandela. Mandela’s legacy is larger than racial justice and more widespread than his country or continent. His legacy lies in the lessons about leadership he left for all of us.
John Hagel's speech at the 5th Global Peter Drucker Forum 2013. John Hagel talks about why our business environment is becoming increasingly complex and demands very different approaches to sustain success.
Executives will need to expand their focus on innovation to include institutional innovation – re-thinking the fundamental rationale for our institutions and the architecture of relationships required to support this evolving rationale.
Don Tapscott's speech at the 5th Global Peter Drucker Forum 2013. In his talk on “Applying Complexity Thinking to Solving Global Problems.“ He raises the question: how do we solve the problems in the world? Complexity is at the heart of this.
The future is not to be predicted but to be achieved through a new dynamic paradigm including self-organizing, emergent and sometimes resilient networks involving millions of stakeholders.
These networks embrace, active participation, uncertainty and constantly changing conditions, and they show great promise for solving global problems and governing an volatile and complex planet in the future.
Wharton management professor Adam M. Grant recently interviewed Gladwell about his new book when he visited campus as a guest lecturer in the Authors@Wharton series.
Gladwell shared why he never roots for the underdog, where he comes up with the ideas for his books and sets the record straight on the biggest misunderstandings about his work.
New performance system must be designed to capture local intelligence, and then aggregate it up. Goals should be set at the team level and aggregated up; compensation should be allocated by local leaders and then aggregated up; employee opinion surveys should be triggered by the local team leader and aggregated up. Only then will the company be agile enough to stay relevant.
The business news continues to be full of stories of large companies getting into trouble in part because of their complexity.
So what is a leader to do when faced with a highly complex organisation and a nagging concern that the creeping costs of complexity are starting to outweigh the benefits?
Une approche intéressante des organisations...
A new study finds that the more women there are in the boardroom, the less a company pays when it gobbles up another firm.
The forthcoming paper by researchers at the University of British Columbia’s Sauder School of Business, which will be published in the Journal of Corporate Finance, reveals that for each female director on a board, the cost of an acquisition goes down by 15.4 percent.
Twenty years ago, on November 18th, 1993, the music band Nirvana agreed to an unplugged performance at the Sony Music Studios in New York City.
The natural flaws inherent in playing unplugged brought the performers and their audience closer, the imperfection created a new kind of bond, a new kind of sharing artistic expression.
The world of Leadership is ready for its very own “Unplugged” moment.
For centuries, we have held high the image of the perfect, charismatic, know-it-all leader, who excels in everything and in every situation. In this world, every act of communication gets rehearsed, polished, and re-mastered, so that messages become flawless, immune to criticism. Such a protective approach may work for stable organizations in stable times; in today’s volatile and fast changing world it puts leaders under an unbearable pressure to excel, and it detaches them from the world. And it creates an artificial barrier between those at the top and their teams, disinviting collaboration and engagement.
In the beginning of 2013 Roland Deiser and Sylvain Newton - the authors of this blog post - wrote a brilliant article in McKinsey Quarterly related to this topic.
You'll find the article here: Six social-media skills every leader needs.
Anti Hero helps explain why so many of us are frustrated with our leaders. Despite the great failures of Iraq, the financial crisis and MPs’ expenses, our leaders often appear to have learnt little, as they career from one crisis to the next.
Anti Hero explains why none of this should surprise us and why we should continue to expect to be disappointed by our leaders until they fundamentally change how they lead.
You can download the book for FREE via the headline link.
Author of the book is Richard Wilson.
You can read his blog on The Guardian here and find his website here: Experiments in Living.
Follow Richard on Twitter here: @richwi1son
Businesses are competing in increasingly volatile and uncertain global situations. Rita McGrath suggests that stability, not change, is the state that is most dangerous in dynamic competitive environments, and argues that the end of competitive advantage means that the assumptions that underpin much of what we used to believe about running organisations are deeply flawed.
The article in European Business Review relates to Rita McGrath's book: The End of Competitive Advantage.
See also my previous Scoop: Making the Shift from Sustainable to Transient Advantage.
President Kennedy’s redesign of his decision making process has had enormous influence on today’s management thinking on leading teams. The idea of instilling candid debate to avoid groupthink has become a guiding principle in many business school classrooms and boardrooms.
I suggest you also read my previous Scoop: Collaboration: an interview with Morten T. Hansen.
Morten's book: Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results.
Must say: just love JFK
He was just a great man
People are consuming massive amounts of content each day via their smartphones, laptops, tablets and the multiple social media platforms, blogs and publications they engage with. Carefully observe the leaders in your organization – the content they create and read shapes how they lead.
If you are stuck in your career or having trouble maximizing the performance of your team and/or the growth of your organization – begin with a better understanding of the content that is required to help you overcome the hurdles you are being faced with.
Flat structures work, and work better. It’s time to start reimagining management. Making everyone a chief is a good place to start.
A fine blog post on HBR by Tim Kastelle. Find Tim's blog here: The Discipline of Innovation.
Interesting article. (From the article): There is a growing body of evidence that shows that organizations with flat structures outperform those with more traditional hierarchies in most situations (see the work of Gary Hamel for a good summary of these results). But while we are seeing an increasing number of firms using flat structures, they are still relatively rare. Why is this so?
Don, thank you for sharing this article!
Flat organizations seem to facilitate efficient communication, response, and action. When it works...front line talent are empowered to make decisions.
Tradtional frameworks tend to have more steps of decision-making and approval.
What are your thougths?
Make it a great day!