The study, which questioned senior IT managers and directors with project or programme responsibilities, across businesses from a variety of industry sectors, showed that five key factors contribute to the project failures. This includes the lack of clear objectives at the start of the process (66 percent); unrealistic deadlines (58 percent), poor communications with the team and/or third parties (45 percent); lack of commitment from senior managers (33 percent) and lack of core skills within the team (30 percent).
Our view on what makes a great leader and the best leadership approaches to adopt has changed over time, partly as research has come up with new findings, but also (particularly since the beginning of the 21st Century), to meet the demands of the ever-changing global market.
n the 1980s, Sir John Alistair Graham, chief executive of the then Industrial Society, stated that the challenge for employers in the future would be to tap into the discretionary effort of their employees.
At the time, none of us realised how true this would become.
When most people think of leaders, they think of famous people like Martin Luther King, John F. Kennedy, or (when talking about toxic leaders), Adolf Hitler. But why not think about ourselves in term of a leader?
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts. A McKinsey Quarterly article.
In 7 Lenses, Linda Fisher Thornton describe a clear multidimensional framework for ethical leadership that incorporates seven different perspectives on what it means to lead ethically in a global society. This framework honors organizational complexity and guides leaders through the challenge of honoring multiple stakeholders when making decisions.
Leaders have to learn and practice new leadership behaviours to overcome some of the habits that are limiting their current or future effectiveness. In the second of two articles, I examine the factors that can help senior executives overcome the challenges to developing new leadership capabilities R
Your willingness to risk as a leader is contingent on your capacity to be vulnerable. Travis Waits shares about the armor that leaders put on which prevents their authenticity and effectiveness. Leaders make the most impact when they use their influence.
Storytelling is a powerful communication tool. The wisdom of the ages has been preserved because it was handed down the generations through myths legends, fables and parables. If it can survive thousands of years, then imagine what it can, right now, for your business.
Neurologically we're wired for narratives; it's how our brains work. Stories connect people to each other because of the resonance they create - we identify with stories and think 'yes that sounds like me too'.
There are five key areas where storytelling can work well to enhance the success of your business communications
I'm 100% sure that failure is good...I'm not saying that I like it, desire it, or try to find it, but I know that when I fail, I am helped for the next step, in life , business and family.Here are five areas that I've failed in, as a leader. I hope they help you...
Work is all about execution. It’s about getting things done, meeting the deadline, collecting the money, changing the organization. The discipline is there every month in the cash flow: get any part of the execution wrong, and your organization will see it and feel it at the end of the month. But it is also there in the attitudes of colleagues that change over time.
It has become a common mantra that it is vital to develop leadership in our organisations. Many firms spend thousands of hours and millons of pounds trying to develop their leaders. But when would-be leaders return to the workplace, they find the all the inspiring ideas about leadership are impossible to put into practice. Why is it that even the best ideas about leadership are often so difficult to implement?
So what engages employees? The drivers differ region to region and person to person, but employee engagement is largely about social connections happening in organizations and aligning work experiences with employees’ cultural needs.
What works varies by industry, location, company size, and how much money and resources the organization has to invest into developing its culture, and its value and philosophy around employee engagement.
But there are factors that all highly engaged workplaces have in common.
How do the best places to work succeed at employee engagement?