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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.
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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.
Leadership is supposed to transform companies in ways so that they are better able to meet future challenges. Too often, however, leaders fail in making the right decisions when it matters, as they lack a pro-active attitude.
Are you guilty of procrastination?“Procrastination stands for leader’s tendency to delay making important decisions while executing the less important ones.”David De Cremer of China Europe International Business School - CEIBS discusses how and why procrastination as an individual tendency underlies the lack of pro-active leadership.
Last week, as JPMorgan Chase stumbled into what commentators are calling “an epic Twitter fail,” hundreds of people attending a major conference on “Managing Complexity” couldn’t help but take notice.But what is any management to do, given how quickly a situation can turn in today’s hyper-connected world?
Rick Wartzman is the executive director of the Drucker Institute, a social enterprise at Claremont Graduate University. You can follow the Institute on Twitter here: @DruckerInst
For people interested in knowing more about JPMorgan's failed atempt to initiate a dialogue on Twitter I suggest you read these articles:
1. Banking giant JPMorgan cancels Twitter Q&A after thousands of abusive tweets2. JPMorgan's Twitter Mistake
3. Here's what you should learn from JPMorgan's #disaster
4. What Banks Can Learn From JPMorgan Twitter Fail
It is time to bring democracy to the workplace on a large scale. Democratic workplaces do not divide labour and capital. Democratic workplaces are the real social enterprises, because they are open. The democratic workplace is how business can finally catch up to society.
Harold's writing on connected leadership is insightful and inspiratonal. I highly recommend you follow Harold on his blog here.
Why should democracy stop at the entrance hall of any company?
In 1997, Ed Michaels, Helen Handfield-Jones, Beth Axelrod of McKinsey & Company wrote a book entitled: The War For Talent.
The book depicted a battle for talent during the dotcom era.
However, going into 2014, we are in a new era that I have referenced as an unprecedented fight for growth. In meeting with corporate leaders worldwide, there is consensus that the problem of growth – or lack of it – is rapidly becoming the world’s No. 1 problem.
Governments and corporate CEOs alike are grappling with the growth question, even if from different perspectives.
Many of the world's leading management thinkers converged on Vienna, Austria, last week for the Global Peter Drucker Forum 2013 to explore the managerial implications of complexity.
Steve Denning's synthesis of the Global Peter Drucker Forum 2013.
Clayton Christensen is still the most influential business thinker in the world, according to Thinkers50, a just-released ranking.
See the full list here: Thinkers50.
(From the article): Thinkers50 uses the following criteria to put together the list:1. Relevance of ideas2. Rigor of research3. Presentation of ideas4. Accessibility/dissemination of ideas5. International outlook6. Originality of ideas7. Impact of ideas8. Practicality of ideas9. Business sense10. Power to inspire
Voters considered the first five criteria based on how the candidates have performed since the last ranking. They consider the next five looking at the long term.
Harvard's Ronald Heifetz urges heads-of-state to think less like surgeons, more like psychiatrists.
"The dominant view of leadership is that the leader has the vision and the rest is a sales problem," he says. "I think that notion of leadership is bankrupt." That approach only works for technical problems, he says, where there's a right answer and an expert knows what it is.
"When a patient comes to a surgeon, the surgeon's default setting is to say, 'You've got a problem? I'll take the problem off your shoulders and I'll deliver back to you a solution.' In psychiatry, when a person comes to you with a problem, it's not your job actually to solve their problem. It's your job to develop their capacity to solve their own problem."
"(T)he people are the problem and the people are the solution," he says. "And leadership then is about mobilizing and engaging the people with the problem rather than trying to anesthetize them so you can go off and solve it on your own."
Heifetz says, leaders should think less like surgeons, and more like psychiatrists.
For many businesses today, generally only two things are certain: greater uncertainty and an accelerated pace of change. Globalization increases the scope of competition.
Why in the 21st century would it make sense to look to The Art of War by Sun Tzu for business advice, a book on ancient warfare written centuries before the birth of Christ?
You'll probably never read the entire book many consider a business strategy bible. So read this instead.
For a leader to successfully execute Sun Tzu's strategic philosophy requires not just intelligence; character is critical as as well. One cannot align the team on the right path and deliver real value to customers long term without having sufficient character, a sense of self-awareness and an understanding and empathy for others (i.e. emotional intelligence).
Nice how the article gives practical examples of how some have found success using Sun Tzu'esque strategies.
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!
Would Bill Gates have been so successful if the flip of the coin hadn't came up heads for him in three critical decisions?
Excerpt from blog post:
Once we acknowledge how much depends on luck, we do two things differently, I think. First, we study decision making differently, no longer assigning brilliance to every decision that, viewed retrospectively, worked out well. Second, we might focus on different skills as important to important decision points, such as the flexibility to capitalize on changes in luck versus the ability to predict in advance how things will play out.
We know that the brain is exquisitely tuned to social relationships, shaped by and shaping our relationships with others from birth onwards. A number of evolutionary psychologists maintain that our brain is proportionately the largest of all mammals because of the need to maintain relationships with large numbers of people. So why should relationship issues be so hard and what can the neurosciences tell us that might help?
Article from Developing Leaders - Issue 13 - Autumn 2013. Find it on page 48-51 in the magazine.
I've always felt that the labelling of relationship management as 'soft stuff' is wholly inaccurate, as it has never been so and never will be!
Managing your relationships as a leader and manager has always been tough, complex and often downright hazardous! So 'soft stuff' is a complete oxymoron! However, here's a useful article to explore why is is so hard just that little bit further!
As we discuss Relationship Capital, this article can help understanding why the term is so tough to acknowledge.
It seems we’re all racing to get more entrepreneurial. Increasing creativity and innovation is not only on the priority list for start-ups; it’s also a strategic goal for CEOs of small, medium, and large-sized companies. Despite this growing obsession, however, big companies are still not very good at it.
Beth Altringer on why injecting veteran entrepreneurs into an established business can work wonders. It's a terrific blog post. A highly recommended read.
Once in a while, you get inspired by events in your life that seem to be a precursor to real societal change. A hopeful change. A needed change. An evolutionary change. The Global Drucker Forum 2013 edition was one of those moments for me.
Dan Pontefract's synthesis of the Global Peter Drucker Forum 2013.
As organizations, markets, and society become networked, complexity in all human endeavors increases. There are more variables as a result of more connections. In complex adaptive systems, the relationship between cause and effect can only be known after the fact. This makes traditional planning and control obsolete. Connected organizations must learn how to deal with ambiguity and complexity.
Are the massive changes facing management today evolution or revolution? Find out from Global Drucker Forum 2013 taking place this week in Vienna Austria. Live streaming available.
The series of perspectives on complexity from HBR leading up to the Global Drucker Forum 2013 can be found here:
If you don't hold a subscription to HBR you can also find the articles (free access) via the Drucker Forum blog here.
Sign-up for the live streaming here.
Outstanding leadership, change and OD resource. Recommended!
In the digital era, incumbent organizations are challenged by new market entrants, lean organizations without legacy being able to launch more quickly new business models, products and services.
It will still be about person-to-person relationships. Digital technology can help in some areas, but will not replace the human touch.
Even in a world of high-tech communications, narratives can be the best way to get a message across.
Neuroscientists have discovered that most decisions - whether people realize it or not - are informed by emotional responses. Do some legwork to find significant events in your audience's lives or your own that you can base your story on or use to reinforce your points
Another good Scoop by Kenneth Mikkelsen. This is based upon the lessons learn't in presenting the case for new market research techniques in P&G.There are some good presentation lessons in here.
Even interviews require story telling - just make sure they are true!
Leaders must tell stories: