According to Wikipedia, a thought leader "is recognized as an authority in a specialized field and whose expertise is sought and often rewarded." I've interviewed dozens of thought leaders over the years and have observed they have these common strategies.
Lean leadership is about creating habits for improvements that become so habitual that you do not think of doing it (Jeff Liker, 2015).
Why do most firms fail in their lean transformations? Because they have not understood the power of lean leadership, says Professor Jeffrey Liker. I spent the last two days together with the Norwegian aluminum producer Hydro ASA, listening to and learning from Liker. Here is a brief reflection on the essentials of lean leadership.
In this adaptation from the new book, Your Strategy Needs a Strategy (HBR Press, 2015), BCG strategy experts make sense of the all the different, and competing, approaches to strategy: Which strategy is right for your business? When and how should you implement it? The practical tool offered here helps executives answer such questions as: What replaces planning when the annual cycle is obsolete? Where can we — and when should we — shape the game to our advantage? How do we simultaneously implement different strategies across different business units?
Much like electricity which cannot be seen but empowers the devices, culture is an invisible force that drives beliefs, habits, rituals and outcomes of an organization. In fact, culture is a sum total of an organization’s shared values, behaviors, rituals, beliefs, attitudes, goals and practices.
Different cultures can have radically different leadership styles. Understanding them is key to international success, according to British linguist Richard Lewis.To learn more about these fascinating cultural norms, Lewis gave us permission to publish the following leadership diagrams from "Cross-Cultural Communication: A Visual Approach," along with his commentary.
What’s the distance between your company culture and your brand? Answer: There shouldn’t be any. A company culture that’s authentic and deep will translate through the employer brand, conveying the same tone, the same mission, the same values to job seekers and new hires that it does to fully entrenched [...]
[caption id=attachment_283 align=alignleft width=300] Thanks to Stuart Miles & FDP[/caption] How can we, as leaders, engage employees’ heads, hearts, and hands? Much has been written on the subject of engaging ...
Many people, perhaps especially Americans, underestimate how differently people do things in other countries. Examples and insights for avoiding this can be found in "The Culture Map: Breaking Through the Invisible Boundaries of Global Business," a 2014 bestseller by INSEAD professor Erin Meyer (also check out those global communication diagrams from Richard Lewis). Meyer claims you can improve relationships by considering where you and international partners fall on each of these scales:
If you're not happy with your life, either personally or professionally, take a quick look in the mirror. The problem may not be lack of opportunity, or education, or capital, or connections--the culprit could be you.
The difficulty could lie in what you believe--and what you do.
What do successful people believe and do differently?
While the interests in analytics and resulting benefits are increasing by the day, some businesses are challenged by the complexity and confusion that analytics can generate. Companies can get stuck trying to analyze all that’s possible and all that they could do through analytics, when they should be taking that next step of recognizing what’s important and what they should be doing — for their customers, stakeholders, and employees. Discovering real business opportunities and achieving desired outcomes can be elusive.To overcome this, companies should pursue a simpler path to uncovering the insight in their data and making insight-driven decisions that add value. Following are steps that we have seen work in a number of companies to simplify their analytics strategy and generate insight that leads to real outcomes:
Dale Carnegie once noted that the only way to get someone to do something is to get that person to want to do something. Thus all persuasion is ultimately self-persuasion.In fact, a great deal of psychological research indicates that, much like Dale Carnegie suggested, the key triggers of persuasion take place in the receiver of the message, whereas persuaders typically account for less than 10% of the effect. What, then, are the main psychological forces that explain when and why we are likely to be persuaded by others? Here’s what the science actually shows:
Most leaders are aware of the link between employee engagement and business results. We've seen studies like Aon Hewitt's 2013 Trends in Global Employee Engagement, which showed that a 5% increase in engagement is linked to a 3% increase in revenues....
Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.
A good business book jolts our mind, teaching us something we didn’t know or weren’t sure would work. Ideally, it flows smoothly, the concepts easy to grasp, illuminated and solidified by enticing examples. By that score, two books stand out from the pack I have been through this year: Fewer, Bigger, Bolder and How Google Works. Each challenges us to change. Each is eminently practical. Each presents notions that have worked effectively. And each is a charming read. In a year of many meritorious books, those were at the top of my 2014 list of best management books:
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