A few weeks ago, we were asked to analyze a competency model for leadership development that a client had created. Its was based on the idea that at different points in their development, potential leaders need to focus on excelling at different skills. For example, in their model they proposed that a lower level manager should focus on driving for results while top executives should focus on developing a strategic perspective
A decade ago, the skill set of the HR leader was defined by the classic 80/20 rule: 80% HR administration, 20% business. Today, this rule has been overturned. A company’s HR executive is a critical component of the leadership team.
As the Internet of Things (IoT) spreads, the implications for business model innovation are huge. Filling out well-known frameworks and streamlining established business models won’t be enough. To take advantage of new, cloud-based opportunities, today’s companies will need to fundamentally rethink their orthodoxies about value creation and value capture.
I am technically a generation X’er and have had success developing members of this new millennial workforce. It’s tempting to over generalize a population of people. But some of the research shown from ”Mentoring Millennials” written by Jeanne C. Meister and Karie Willyerd highlights a few key areas that will help us to stay connected to this new generation.
I find it fascinating that organisations spend money, sometimes huge amounts of budget, on leadership and engagement programmes because they feel these are the solution to dealing with their perceived performance issues. And yet alongside these leadership and engagement programmes they make little or no effort to better enable the workforce to do the tasks they are being asked to do. In my opinion, organisations should start with enabling people, in effect making them more capable, and this in turn will have a more immediate and also lasting positive effect on engagement and productivity.
It isn’t only the Brazilian football team that experience catastrophic defeats. Businesses do too – they lose major contracts, key clients and market share to competitors. How do business leaders, faced with major setbacks, respond to these situations? Steve Gilroy of Vistage, who provides leadership support to hundreds of UK’s SMEs, recommends the following five tips:
In the July/August issue of HBR, Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration, led by traditional HR-types, reporting to the CFO; and talent strategy, led by high-potential line managers, reporting to the corner office. While my colleague and I vehemently agree that HR’s status quo is an inhibitor to growth, it is with the same fervor that we disagree with Ram’s proposed solution.
The day-to-day operations of any organization can be a bit like juggling – the right hand needs to know what the left is doing, and the body in the middle has to coordinate the entire process. While it may be possible to keep everything in motion, without proper synchronicity things can only stay that way for a short amount of time before balls start to drop. In companies, marketing and finance often play the role of the two hands
Vision is the foundation of leadership. Whilst leadership starts with being the right person - the character of the leader, great leadership is sustained by a shared and compelling vision. A compelling vision is one that describes who you are, why you exist and the future you want to create.
Ethics are about making choices that may not always feel good or seem like they benefit you but are the right choices to make. They are the choices that are examples of model citizens and examples of the golden rules. We've all heard the golden rules: Don't hurt, don't steal, don't lie, or one of the most famous: Do unto others as you would have done to you. These are not just catchy phrases; these are words of wisdom that any productive member of society should strive to live by
A project team from Massachusetts Institute of Technology (MIT) won a North American nationwide balloon-hunt contest in an impossible nine hours. How? By collaborating on the web to learn from each other while they completed the task.
They turned to familiar, collaborative web technology to solve a professional challenge by:
• Inviting their friends and their friends’ networks to participate
• Choosing technology that people already knew how to use
• Making it worthwhile to share experiences and collect information
You may know about leadership but can you lead? One you learn from a book or a course, the other through repeated trial and error in the real world of work. The difference is critical when you need to ensure you get a healthy return on investment from leadership development. John Sutherland introduces the Nexus process specifically designed to ensure the development of wise owls:leaders with practical mastery.
Research suggests that if you listen and act on your employees' ideas, then they will respond by taking more initiative and increasing productivity. It's time to start inviting employees to offer their advice and share their knowledge. Here are five things worth asking them about
Global Integration has launched a new campaign for better meetings. CEO, Kevan Hall summarises some key points from the campaign and gets us thinking about how to save a day a week by saying ‘no’ to unnecessary meetings and working smarter