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Innovation: Time to Ditch "Model T Leadership"

Innovation: Time to Ditch "Model T Leadership" | Making #love and making personal #branding #leadership | Scoop.it

Ask yourself this question:  “Should I hire and nurture generalists or specialists to foster innovation in my organization?”  The  21st century answer better be “Yes.  I hired one just yesterday!”

There is much debate about whether the generalist or the specialist is a better leader for innovative communities and organizations. Most of this debate is simply a waste of time. The problem is that we tend to frame the issue as an arbitrary, either/or question, an issue of specialists or generalists.  Doing this obviously leads to arbitrary, either/or answers because the question itself makes arbitrary and often useless distinctions.  A better way to answer this question in a world of innovation, change, and constant paradigm-shifting, is to say: “Yes, of course organizations need specialists and generalists – but in the same person.”

The Old Model T of Leadership

For a very long time, there has been a model of the innovation leader being a “T,” that is, someone with a fairly broad perspective and awareness, paired with an area of deep expertise.   This model emerged from the ever-increasing complexity of our world and the resulting need for specialists to make sense of specialized knowledge. The world’s business needed and wanted the specialist.  At the same time, when organizations needed  leadership they looked for evidence of deep knowledge paired with a broad point of view and perspective — leaders who could provide nimble thinking and breadth of vision, along with their particular area of specialty.  And this “Model T” of leadership (pun intended!) was all well and good . . . so far as it went.

But innovation in the 21st century demands a new generation of powerful leaders, those who can transcend this old model and be both generalist and specialist across multiple, varied disciplines, at the same time.   What is needed is not “Model T” leadership, but a new generation of what we might call “Repeating W Model” leaders, like this:  WWW.  Let’s call these RW leaders.  They are polymaths.  They have and continuously nurture a broad, expansive worldview, while at the same time pursuing deep expertise in multiple disciplines. They constantly dive back and forth from the general to the specific, acquiring both increased breadth and depth.  They are, simultaneously, both specialist and generalist.  And they render the distinction between generalist and specialist meaningless

These new RW leaders are necessary to the innovation system because of the rise of data.  We live and work in a world that is drowning in information, but lacking in meaning and context.  Our collective ability to harvest and store information has dramatically outstripped our ability to make sense of it all.  As a consequence, we often wander around in disconnected pools of information, inside of profoundly siloed organizations, not able to see the connections between this and that.

This is where RW leaders play a critical and outsized role.  Many – perhaps the majority – of our modern organizations are fragmented, incoherent, and lacking a vision of the future.  RW leaders serve as the organizational antidote to all three of these ills, by performing three critical functions:

1:         Connecting the Dots.     In organizations that operate in siloes, and highly specialized areas of expertise,  RW leaders connect the dots between functionally isolated areas of operation and inquiry. This involves much more than simply seeing the connections between seemingly unconnected areas; it also involves showing these connections to others, and bringing them to light in ways that are exciting, fun and energizing.  RW leaders bring connections to life and show us how to weave these connections into the broader fabric of an organization.  They do this by . . .

Kermit Tells A Story About the Future

2:         Telling The Story.   Communities and organizations are nothing if not constantly evolving narratives.  The disconnected company is one whose story is incoherent. RW leaders counter incoherence by finding  the connectedness between disparities and telling the story of those connections. They draw together divergent threads of conversations and ideas and possibilities, and then weave those into a coherent whole, leading multiple conversations from multiple points of view.  What then emerges is a powerful narrative of cohesion and relatedness, which leads to . . .

3:         Creating The Future.     Neither RW leaders, nor the innovative organization, is static.  They both exist for a purpose and that purpose is to create. RW leaders help organizations and individuals to see future possibilities, to redefine their roles and purposes, and to create new rules and new ways of doing.  Because they see across divisions and into connections, they are able to align resources and focus time and energy on productive, meaningful work. In essence, by finding and celebrating connections, and then curating the conversation about those connections, RW leaders create a “future narrative,” which in turn nurtures and feeds constant innovation.

Our view of innovation leadership and how we teach, coach and nurture future leaders should adapt to changing priorities and changing opportunities.  We are increasingly understanding the need for a deep understanding of the non-linear; of a need to understand the role of emotional intelligence relative to rational faculties; and the increasing complexity and rapid change in the world that is the new normal.  In this context, the old “Model T” leadership paradigm is long in the tooth and tottering.  Recognizing this, we should be encouraging the development of a new leadership model and new RW claimants to the leadership role.  Goodby to the specialist and the generalist.  Hello to both.

Henry Doss is a venture capitalist, student, musician and volunteer in higher education.  His firm, T2VC, builds startups and the ecosystems that grow them.  His university, UNC Charlotte, is a leading research institution.


Via David Hain
Ricard Lloria's insight:

It had long since come to my attention that people of accomplishment rarely sat back and let things happen to them. They went out and happened to things.

Leonardo da Vinci

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Making #love and making personal #branding #leadership
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Qué es la inteligencia institucional y su relación con el aprendizaje.

Qué es la inteligencia institucional y su relación con el aprendizaje. | Making #love and making personal #branding #leadership | Scoop.it

La inteligencia institucional se basa en identificar, clasificar, categorizar, organizar, relacionar y visualizar la información que se genera en la institución para ayudar a tomar decisiones que m...


Via Ramon Aragon
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Las aptitudes de un directivo de la información

Las aptitudes de un directivo de la información | Making #love and making personal #branding #leadership | Scoop.it
Según un estudio de Iron Mountain, las aptitudes de gestión de la información más importantes en el futuro próximo residen en la capacidad de añadir valor a la información a través del conocimiento y análisis de datos, combinada con una visión estratégica y el conocimiento de los objetivos del negocio.

Via Manuel Jorge García
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How to Promote Yourself W/out Sounding Like a Jerk

How to Promote Yourself W/out Sounding Like a Jerk | Making #love and making personal #branding #leadership | Scoop.it
Be humble, and be real.

Via Karen Dietz, David Hain
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Karen Dietz's curator insight, May 22, 5:58 PM

This is a quick article by Dorie Clark listing 4 how-to tips for promoting yourself without sounding arrogant, stuck up, or like you are bragging.


This is good stuff to know. Almost everyone I coach in storytelling has the fear of sharing their personal stories and sounding like a jerk or a braggart.


But if you follow these 4 tips, you won't sound like that. There is great advice here, along with a little discussion about understanding the true value of self-promotion.


Happy reading and happy telling...


This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it 

David Hain's curator insight, Today, 5:39 AM

This is a key balance to pull off for successful influencing and building relationship capital!

Ron McIntyre's curator insight, Today, 9:52 AM

Excellent insights for those, like me, that struggle with self promotion. Well worth the read.

Rescooped by Ricard Lloria from Empresa 3.0
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#RRHH: La generación Z cambiará el mundo

#RRHH: La generación Z cambiará el mundo | Making #love and making personal #branding #leadership | Scoop.it
Educados en plena crisis y bajo la amenaza del terrorismo, los chicos nacidos a partir de 1994 recuperan la conciencia social

...

La teoría del consumo dice que el segmento poblacional de 18 a 24 años es el más influyente. Las generaciones anteriores y las posteriores siempre quieren parecerse a ellos. Son la referencia estética. Y los Z —llamados así por venir detrás de las generaciones X e Y— empiezan a colocarse en la cúspide de esa pirámide de influencia y en cinco años la habrán copado. En EE UU, según su cámara de comercio, su influencia en el consumo de sus familias alcanza actualmente los 535.000 millones de euros.


Via MyKLogica
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MyKLogica's curator insight, May 22, 3:27 AM

Las empresas, sobre todo las grandes, tendrán que tener muy en cuenta a estos jóvenes, no sólo incluyéndoles en el proceso creativo, sino actualizando y adecuando valores a sus procesos productivos y de comercialización.

Rescooped by Ricard Lloria from Business change
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Is EQ Vital for Change? • Six Seconds

Is EQ Vital for Change? • Six Seconds | Making #love and making personal #branding #leadership | Scoop.it
“Many people in organizations find that change provides both challenges and opportunities, but often the negative part can overshadow the positive outcome at the other side of the change moment. And yet, change is a constant, in both life and work. How can we learn to navigate the emotions change brings up more positively, so that growth can be the outcome?” Tim continues, “Change is growth, it is never meant to take us down. Companionship enables us to handle change far better.”

So if change can lead to a better outcome in the future, why do so many people resist it?

Via David Hain
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David Hain's curator insight, May 22, 3:08 AM

VITAL signs that help the change process.  Interesting case study.

Tom Hood's curator insight, May 22, 4:55 AM

Research says that we can thrive from traumatic change as much as we can be setback from it. More and more we find ourselves in the midst of transformation in this VUCA world. This article gives some great perspectives on this. Love this graphic! Enjoy!


“Many people in organizations find that change provides both challenges and opportunities, but often the negative part can overshadow the positive outcome at the other side of the change moment. And yet, change is a constant, in both life and work. How can we learn to navigate the emotions change brings up more positively, so that growth can be the outcome?” Tim continues, “Change is growth, it is never meant to take us down. Companionship enables us to handle change far better.”

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Trata a los demás como quieren ser tratados | Grandes Pymes

Trata a los demás como quieren ser tratados | Grandes Pymes | Making #love and making personal #branding #leadership | Scoop.it
por Koakura A menudo, tanto a nivel personal como a nivel corporativo o institucional, echamos mano de una frase que he oído miles de veces, por no decir

Via Juan Carlos Valda
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7 hábitos cotidianos que matan la resiliencia.  | Grandes Pymes

7 hábitos cotidianos que matan la resiliencia.  | Grandes Pymes | Making #love and making personal #branding #leadership | Scoop.it
por Jennifer Delgado. La resiliencia no nos evitará sufrir, porque no se trata de un escudo protector que nos puede mantener al margen de la adversidad. Sin

Via Juan Carlos Valda
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#RRHH #Motivación ¿Tenemos que motivar a los empleados? por @Jlpascualpe

#RRHH #Motivación ¿Tenemos que motivar a los empleados? por @Jlpascualpe | Making #love and making personal #branding #leadership | Scoop.it
La semana pasada, estaba realizando una formación sobre gestión de personas en un cliente y uno de los puntos de la jornada era el modelo de compensación total, y dentro del mismo, trate de transmi...
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#RRHH El rol de las personas ante un cambio de ciclo

#RRHH El rol de las personas ante un cambio de ciclo | Making #love and making personal #branding #leadership | Scoop.it
Ha llegado el momento de que las empresas recuperen la capacidad de seducción que han abandonado durante la recesión, y que hagan por atraer el talento.

Via Manuel Jorge García
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Rescooped by Ricard Lloria from Business Brainpower with the Human Touch
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#Liderazgo #Leadership 10 Amazing Secrets of Happy and Successful Leaders

#Liderazgo #Leadership 10 Amazing Secrets of Happy and Successful Leaders | Making #love and making personal #branding #leadership | Scoop.it

We talk about happiness as if it were a thing to be discovered and acquired.

But happiness can never be found externally. It is not a possession to be acquired or a set of conditions, but a state of mind.

The happiest people don't necessarily have the best of everything, but they have learned to make the best of whatever they have.

The happiest leaders aren't necessarily focused on success or failure but live by a different perspective--and that outlook makes all the difference.

Here's how they live.


Via Vicki Kossoff @ The Learning Factor
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Vicki Kossoff @ The Learning Factor's curator insight, May 21, 6:49 PM

Too many of us are missing a critical element when it comes to our lives - happiness. Read on for the amazing secrets of the happiest leaders.

Caroline.van Til's curator insight, May 22, 5:46 PM

Read this article as it really makes you think about what it means to be successful...worth reflecting on 

Rescooped by Ricard Lloria from Orientar
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#RRHH Por @xaviermarcet: Pininfarina, ¿ innovación incremental o radical?

#RRHH Por @xaviermarcet: Pininfarina, ¿ innovación incremental o radical? | Making #love and making personal #branding #leadership | Scoop.it

En la muerte de Sergio, el hijo de Giovanni Battista pinin Farina es interesante recuperar la aportación de esta ingeniería de diseño del sector del automóvil que ha encarnado lo mejor del glamour italiano asociado al mundo del motor. Los Pininfarina ¿hacían innovación incremental o radical? Han hecho de todo y con muchas marcas, no solamente con Ferrari, pero el grado de diferenciación que aportaban en sus diseños, de prestigio asociado, la llevaba claramente más allá de la mejora de los diseños básicos de las marcas. Los Pininfarina diseñaron completamente coches para muchas marcas, diseñaron ediciones especiales en co-branding e incluso llegaron a construir series completas de autos como el Alfa Romeo Giulietta. 


Via Mariano Ramos Mejia
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#Recomiendo: ¿Qué ocurre cuando el líder es más pequeño que tú? Vía @juancbarcelo

#Recomiendo: ¿Qué ocurre cuando el líder es más pequeño que tú?  Vía @juancbarcelo | Making #love and making personal #branding #leadership | Scoop.it

Antes de responder deberíamos aclarar que entendemos por líder; si líder es aquella persona capaz de sacar lo mejor de cada uno de nosotros, motivarnos e ilusionarnos por alcanzar metas y objetivos, esa persona que siempre nos apoya y que está con nosotros aunque no sea físicamente, supongo que a cada uno de nosotros se nos vendrán varios nombres a la cabeza.

 

Vía @juancbarcelo


Via MyKLogica, Mariano Ramos Mejia
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Rescooped by Ricard Lloria from Orientar
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¿En qué se diferencian el Pensamiento Lateral y la #Creatividad? por @EduardoKastika

¿En qué se diferencian el Pensamiento Lateral y la #Creatividad? por @EduardoKastika | Making #love and making personal #branding #leadership | Scoop.it
  Por: Eduardo Kastika - @EduardoKastika Pensamiento lateral: pensar acerca de “algo” de manera indirecta . Organizando la información de modos diferentes a los lógicos o a los comunmente utilizados.

Via Mariano Ramos Mejia
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Rescooped by Ricard Lloria from Leadership
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Positive #Leadership Toward Reinventing Organizations

Positive #Leadership Toward Reinventing Organizations | Making #love and making personal #branding #leadership | Scoop.it
Positive Leadership helps to reinvent any organization into a better place. All it takes is to practice kindness, faith and extend what works well.

Via Anne Leong
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Rescooped by Ricard Lloria from Shaping new leadership competencies in a Management 2.0 world
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Three Steps to Great #Leadership

Three Steps to Great #Leadership | Making #love and making personal #branding #leadership | Scoop.it
Small managers need to feel big. Egotistical managers walk around like they run the place. But, no one enjoys an insecure, heavy handed, meddlesome, leader. Small managers: Throw their weight around.

Via ValerieMalaval
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Rescooped by Ricard Lloria from Empresa 3.0
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#RRHH: La meditación reduce el estrés laboral

#RRHH: La meditación reduce el estrés laboral | Making #love and making personal #branding #leadership | Scoop.it
Dosis habituales de meditación podrían prevenir el estrés laboral y el síndrome de fatiga laboral crónica o burnout, por su nombre en inglés, según...

Via Pepi Cobos Brenes, Aprendiendo juntos, MyKLogica
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MyKLogica's curator insight, May 15, 9:49 AM

Muy recomendable el artículo y a destacar un punto que deberían de tener en cuenta las empresas de los beneficios de favorecer/potenciar prácticas que reduzcan el estrés:


"El estrés laboral tiene efectos adversos muy costosos. Un estudio del Centro para el Progreso Estadounidense del 2012 demostró que reemplazar a un empleado cuesta un 10-30 por ciento del salario anual de ese trabajador."

Rescooped by Ricard Lloria from Business change
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Neuroscience and organizational change – providing the evidence

Neuroscience and organizational change – providing the evidence | Making #love and making personal #branding #leadership | Scoop.it
In Hilary Scarlett’s Melcrum article of February 2013, Neuroscience – helping employees through change, she described some of the insights neuroscience is bringing to why people find organizational change difficult, and more usefully, what we c

Via Kasia Hein-Peters, John Michel, David Hain
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John Michel's curator insight, May 22, 4:49 PM

Neuroscience, the study of the nervous system including the brain, is set to transform our understanding of how people respond to the world of work. If we can understand the brain better, then we can help organizations, leaders, and all employees work more efficiently and effectively. 

David Hain's curator insight, Today, 5:40 AM

Understanding of how our brains are wired offers huge possibilities for transformation - but only if transformation leaders inform themselves!

Rescooped by Ricard Lloria from Administración de organizaciones y empresas
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#RRHH Toma de decisiones: Los 32 factores a considerar en las 4 etapas del proceso.

#RRHH Toma de decisiones: Los 32 factores a considerar en las 4 etapas del proceso. | Making #love and making personal #branding #leadership | Scoop.it
Cómo tomar decisiones. Por Rosy Guerra de Normans. WikiHow. Tomamos decisiones todos los días; todo lo que decimos y hacemos es el res

Via Manuel Gross
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Manuel Gross's curator insight, May 22, 12:31 PM

Para toda elección (grande o pequeña), no existe una fórmula para tomar la decisión correcta. Lo mejor que puedes hacer es abordar el tema desde todas las perspectivas posibles y luego elegir el curso de acción que parezca más razonable y balanceado en ese momento.

Miguel Herrera E.'s curator insight, Today, 7:11 AM

Con toda tu calma, reúne la información posible, evalúa riesgos y beneficios y ten un plan de apoyo al tomar la decisión.

Rescooped by Ricard Lloria from Grandes Pymes
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#RRHH #Pymes #Empresas La inteligencia emocional en la empresa | Grandes Pymes

#RRHH #Pymes #Empresas La inteligencia emocional en la empresa | Grandes Pymes | Making #love and making personal #branding #leadership | Scoop.it
Por Beatriz Soto La inteligencia emocional consiste en una forma de interactuar con el mundo teniendo en cuenta sentimientos, emociones y habilidades como la

Via Juan Carlos Valda
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#RRHH Evaluar a las personas

#RRHH Evaluar a las personas | Making #love and making personal #branding #leadership | Scoop.it

Medio en broma, antes se comentaba que la valoración sobre el estado de alguien aquejado e intervenido quirúrgicamente de alguna enfermedad cerebral variaba dependiendo de la perspectiva del profesional que emitía dicha valoración. Así pues, desde el punto de vista del neurocirujano la cosa había ido bien si al final de la intervención la persona todavía estaba viva, en cambio, para el neurólogo no era suficiente y el paciente debía responder adecuadamente a la exploración de los principales reflejos y pares craneales, el neuropsicólogo, en cambio, no se pronunciaba hasta comprobar el grado en que se mantenían las funciones cognitivas. Tres puntos de vista a los que seguramente hoy se añadirían la percepción psicológica, la sociológica, etc., y que, más que complementarias, se integraban unas en otras, al igual que matrioskas, hasta ofrecer una visión holística del estado del ser humano.


Via Mariano Ramos Mejia
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#HR #RRHH The Value of Incremental Innovation | #Innovation #Management

#HR #RRHH The Value of Incremental Innovation | #Innovation #Management | Making #love and making personal #branding #leadership | Scoop.it

In my first article in this series, I talked about the continued, and often misplaced, focus of corporate innovation leaders on developing disruptive innovation efforts. My basic argument within the article was the while “Big I” innovation can be a valid driver of growth. However, few companies are in the right position or have laid the appropriate groundwork to support and develop new, groundbreaking ideas, especially in the context of the existing organizational culture.
In this article I want to talk about the value of incremental innovation and why companies should often focus on this, rather than driving as hard as they can to come up with the next breakthrough product or service. Incremental improvements aren’t always cool, but over time they can drive significant business results.


Via David Hain
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David Hain's curator insight, May 20, 2:09 AM

Incremental change is valid too - contributes to a forward mindset.

Gary Bamford's curator insight, May 21, 3:03 AM

Or in the words of Yoda - "if no mistakes you have made, but losing you are. A different game you must play"

Rescooped by Ricard Lloria from (-)Recursos (+)Humanos - More Human & Less Resources
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The World Has Changed, Corporations Have Not (Part 1)

The World Has Changed, Corporations Have Not (Part 1) | Making #love and making personal #branding #leadership | Scoop.it
Although the world has changed, our systems and infrastructure for people management are antiquated.

Via Manuel Jorge García
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Rescooped by Ricard Lloria from Strategy and Competitive Intelligence by Bonnie Hohhof
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Understand the 4 Components of Influence

Understand the 4 Components of Influence | Making #love and making personal #branding #leadership | Scoop.it
We’ve all encountered people who say less but what they say matters more; people who know how to use silence to dominate an exchange. So having influence means more than just doing all the talking; it’s about taking charge and understanding the roles that positional power, emotion, expertise, and nonverbal signals play. These four aspects of influence are essential to master if you want to succeed as a leader.

Via Bonnie Hohhof
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#RRHH #Liderazgo Desde mi perspectiva

#RRHH #Liderazgo  Desde mi perspectiva | Making #love and making personal #branding #leadership | Scoop.it

Como consultor, normalmente trabajo con directivos y casi siempre a través del desarrollo de alguno de sus proyectos. También tengo la oportunidad de mantener, con no pocos de estos profesionales, una relación continuada en la que se mezcla el asesoramiento en la toma de decisiones con agradables conversaciones que suelen girar en torno al sentido e impacto que tiene y debería tener el ejercicio de su liderazgo. Es frecuente que estas conversaciones suelan incorporar esbozos para el diseño de futuras actuaciones y que sean, para mí, un auténtico vivero en el que han germinado las mejores ideas.


Via Mariano Ramos Mejia
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#RRHH #Pymes #Empresas Los proyectos de Cambio Organizacional: Resistencia, Métodos, Gerencia.

#RRHH #Pymes #Empresas Los proyectos de Cambio Organizacional: Resistencia, Métodos, Gerencia. | Making #love and making personal #branding #leadership | Scoop.it
Gestión del cambio organizacional y resistencia al cambio. Un enfoque Hermenéutico. Por Pedro Pablo Pacheco Sánchez.

Via Mariano Ramos Mejia
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