Recently in a workshop, I asked the group how many people thought Twitter was “stupid”, to which had seen several hands raised. I followed up with the question, “How many of you think it is beneficial to learn from other teachers?
So many times we get together to solve a problem and nothing is accomplished—it’s frustrating. Sadly, many approaches to solving business challenges are misaligned for various reasons—pick your poison. Innovative, business changing ideas can be fleeting at times, but that’s the gist of what design thinking helps address.
Advancement in digital technologies has disrupted everything, including leadership styles.
Employees want more ownership rather than to follow instruction; customers want to participate in the marketing and development process; and leaders are finding that open and agile organizations are able to maneuver more effectively than organizations where all insight and direction comes from the top. In short, the autocratic Commander, whether brilliant or misguided, just won’t cut it anymore.
Even though this is directed at businesses, it shows how we are moving to a network age where people want to be part of engaged networks. How do we shift our ideas about leadership to support this larger shift?.
Next time you're at a meeting when you are not a central participant, take a couple of minutes and watch some of the other people at the table. Most of them won't even look like they are listening carefully. Some are fidgeting in their seats. Some…
The complexity in all areas of life in the 21st century, especially in politics, business, public services and education means that people who have learnt the skills to become systems thinkers are invaluable, but they are in very short supply.
On April 6-8th, I'm co-facilitating a transformative leadership retreat with colleagues Heather McLeod Grant, Chris Block, Lance Fors, and Justin Ferrell. The retreat curriculum is built around the ALF's "I-WE-IT" - skills that today's social change leaders need as we
Though it may be particularly hard for leaders to embrace uncertainty after years of being taught to display confidence, there is a clear business benefit in doing so. Research has shown that over-confident CEOs make overly risky decisions, often at the expense of their shareholders. Leaders who are able to come to terms with uncertainty and communicate it to employees may avoid such bad decisions.
The human ingenuity within any organisation are it's greatest competitive advantage. Yet according to the latest statistics, over half of todays workers are disengaged . When leaders are committed and actively working to engage, inspire and embolden – they unleash untapped potential and raise the bar not just on productivity, but on the value their organization contributes to all stakeholders.
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