The power of the index lies in its simplicity: a 20-question survey that precisely identifies a company's leadership and talent management capabilities and quantifies the revenue and profit gains it can expect by moving from one level to the next.
Google has been formally charged with monopoly abuse over an alleged effort to crush rivals to its mobile search service and Android smartphone operating system, in a major escalation of its battle with Brussels.
Steve Rowe, Marks & Spencer chief executive, comments on the retailers performance after its long-suffering clothing division posts another slump in sales.
Steve Bax's insight:
Mr Rowe said that he had set his team a number of "exam questions" about the group's clothing division as part of a strategic review that could lead to some of its clothing brands, such as Per Una, Classic, Indigo, Limited Edition and Autograph, being scrapped. Analysts have often criticised M&S's plethora of brands as confusing for shoppers and a sign that the retailer does not have a clear idea of its core customer.
How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.
These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?
Chief executives should only spend five or six years at the top to avoid them becoming untouchable and unaccountable, according to ex-Barclays chairman Sir David Walker
Steve Bax's insight:
“A charismatic chief executive probably becomes an increasing problem after three or four years in the job." Sir David Walker, the former chairman of Barclays, believes ... Quote of the day from The Telegraph
We rarely grow alone. In fact, some psychologists have made a compelling case that we only grow in connection with others. However, we don’t need to learn with others in formal training or development programs: we can architect our own opportunities to gain insight, knowledge, and skills that move us on an upward trajectory. We can have more control over our learning at work if we make building high-quality connections a priority.
Volkswagen shocked the world. The world’s largest automaker admitted to creating software that would deliberately generate false exhaust emission information on many of its popular cars. Making matters worse, Volkswagen’s top leadership seemed unsure about how to respond to the crisis as it threatened the company’s reputation, operations, and long-term strategy.
Today leaders face added complications of rapidly changing technology, virtual working teams separated by cultural and geographical boundaries, and the difficulties of making decisions when faced with an overload of information.
I like the quote: "Leadership has become a team sport".
The final paragraph is also worth highlighting here:
"Leadership success today has to do with the way people think, the way they feel, the way they behave in a responsible manner. This is more than charisma and it is not something that can be learned in three easy steps or over a single programme. Strong leadership requires continuous development. Clever people don’t necessarily become wise. But they can learn how to find ways to cope with stressful experiences by getting to know themselves. It’s always good to keep in mind that leaders are like wine. Some turn out great; others may turn into vinegar!"
Most companies claim to support entrepreneurial behavior — but their employees are not so sure. The research speaks volumes: Only 20% of employees in an Accenture study said their managers encourage entrepreneurial ideas. Another survey showed that 70% of successful entrepreneurs developed their big idea while working at an established organization and then left to commercialize it on their own.
What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 15 most important leadership competencies from a list of 74. I’ve grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs. While some may not surprise you, they’re all difficult to master, in part because improving them requires acting against our nature.
RBS and NatWest's business banking boss Marcelino Castrillo wants to make better use of the group's branch network. Castrillo has headed the business banking unit for nine months and seems to relish the challenge of turning the bank – and its reputation – around. Saving the branch network might prove to be the easy part of his job.
Companies are dying younger because they are failing to adapt to the growing complexity of their environment. Many misread the environment, select the wrong approach to strategy, or fail to support a viable approach with the right behaviours and capabilities.
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