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Six Drucker Questions that Simplify a Complex Age

Six Drucker Questions that Simplify a Complex Age | New Leadership | Scoop.it
They'll help you challenge assumptions and reframe problems.
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donhornsby's curator insight, November 7, 2013 7:33 AM

(From the article): With that in mind, here are six questions—all of them straight out of Drucker’s writing—that I believe he would now pose to any manager trying to cope with, in his words, “the complexities of size, markets, products and technologies.” You should ask the first two from the standpoint of your overall organization. You should ask those who work for you the second two. And the final two you should ask yourself.

New Leadership
The Changing Face of Modern Leadership
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Transformational Leadership: Definition, Examples, Future

Transformational Leadership: Definition, Examples, Future | New Leadership | Scoop.it
Transformational leadership is designed to entice people to achieve extraordinary things. Here is a concise definition, including examples.

Via Dr. Susan Bainbridge
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Claude Emond's curator insight, Today, 8:49 AM

Transformational leadership - The only one with a future...and the only one that matters now!

Claude Emond's curator insight, Today, 8:50 AM

Transformational leadership - The only one with a future...and the only one that matters now!

Gianluca Casali's curator insight, Today, 4:08 PM

Transformational leadership - The only one with a future...and the only one that matters now!

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Learning to win: the inconvenient reality of high performance

Learning to win: the inconvenient reality of high performance | New Leadership | Scoop.it
Some time ago, we were asked to support a high potentials programme for the NHS.  However, it was not allowed for the programme to have an entry selection test or assessment because that would be discriminatory. 

Now I hold the NHS in very high regard but on this occasion I pointed out an inconvenient reality: high performance is discriminatory. Not everyone is up for it. If they were, it would, by definition, be called average performance. 
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Research: How Leadership Experience Affects Students

Early leadership experience can be very valuable. Selective colleges screen for demonstrated leadership experience, and studies have found that people with high school leadership experience are paid up to 33% more than those without it. This wage premium is similar to the one associated with a college degree.

However, we know little about what types of skills early leadership service may help to develop. Although adults who serve as leaders are observably different from nonleaders — leaders tend to have higher cognitive ability, more self-confidence, and more motivation or drive — we don’t know much about whether these differences arise because leadership service changes individuals or because these individuals are selected for their preexisting skills.

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The 5 Traits That Define Great Leadership

The 5 Traits That Define Great Leadership | New Leadership | Scoop.it

Great teams are led by great leaders, and great leaders all share traits that are absolutely essential to their ability to lead. These are the 5 most important traits leaders have - if you're a leader, they will transform the way you lead for mind-blowingly rewarding results.


Via The Learning Factor, Kevin Watson
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The Learning Factor's curator insight, February 19, 5:33 PM

Great teams are led by great leaders, and great leaders all share traits that are absolutely essential to their ability to lead.

Ann Zaslow-Rethaber's curator insight, February 21, 8:46 AM

Fantastic points on what characteristics make a good leader. I would also add transparency, I have found that employees thrive when having a very clear picture of what earns an A and conversely what  merits an F. It is very disconcerting for employees when working for someone when they are never quite sure where they stand,  

Jean-Guy Frenette's curator insight, February 24, 7:42 AM
PDGLead
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How Great Leaders Pull and Push To Success

How Great Leaders Pull and Push To Success | New Leadership | Scoop.it

The number one behavior tied to innovation is the willingness to change. We can all probably come up with a variety of activities that we continue to do even though there is a faster, more efficient way. Change takes energy, discipline, and often a willingness to do something we have never done before.

The people who are most likely to be innovative are those who are not satisfied with good performance, but are constantly looking for superior performance. It is amazing how much mediocrity we can all put up with in our lives. Possibly it is the combination of traffic jams, the lines in stores, and the bureaucracy that develops at work that influences expectations that everything is going to be slow and difficult. It is easy for people to simply go with the flow and not look for efficiency or faster options.

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donhornsby's curator insight, February 19, 9:47 AM
In addition to what needs to be done today, these leaders had the long view of where the organization needed to be in the future. That long view of an aspirational goal and objective keeps people on track, and it provides them with a sense of destination about where they need to go.
 
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10 Principles of Strategy through Execution

10 Principles of Strategy through Execution | New Leadership | Scoop.it
“We are all in the gutter,” wrote Oscar Wilde, “but some of us are looking at the stars.” That is the nature of strategy through execution. You operate deep in the weeds, managing countless day-to-day tasks and transactions. At the same time, you keep a steady gaze on your company’s long-term goals — and on ways you can stand out from your competitors.

Having a close link between strategy and execution is critically important. Your strategy is your promise to deliver value: the things you do for customers, now and in the future, that no other company can do as well. Your execution occurs in the thousands of decisions made each day by people at every level of your company.

Via David Hain
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David Hain's curator insight, February 17, 3:12 AM

Some good principles that can connect thinkers with doers to make things happen!

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Influence is the Value Force of Leadership

Influence is the Value Force of Leadership | New Leadership | Scoop.it
All leaders have a sphere of influence. It can be defined as the context in which influence is felt. In some cases, this sphere of influence is small, perhaps extending only to an immediate coworker, friend, or family member. In other cases, it is felt across the entire organization, such as in the case of a CEO. In rare cases, a leader’s sphere of influence can extend across an entire industry, nation, or even all of society. An effective CEO such as Steve Jobs for example, can cause financial markets to shift, buying patterns to stall, or entire industries to scramble. And in many such cases, it takes no more than a simple statement.
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The three stages of leadership  

The three stages of leadership   | New Leadership | Scoop.it

Your leadership journey is unique to you, but there are three distinct stages almost every leader will go through on their way to the top. The best ones make moving through the levels look easy. But it isn’t.

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donhornsby's curator insight, February 15, 10:12 AM
Be conscious of the new skills you’ll need. Be aware that the old skills are still needed on top of the new ones. And know that you’ll need help. None of the world’s best leaders today got there alone.
 
Daniel Tremblay's curator insight, February 17, 10:02 AM
Stage 1 - Expert at "doing"

Stage 2 - Team Leader.

Stage 3 - Multi-functionnal leadership

Going from Stage 1 to Stage 2 is the biggest step....

Le passage du Stage 1 au Stage 2 est le plus difficile.  L'expert doit apprendre à ne plus faire les choses.  Plusieurs experts promus gestionnaire ont une tendance au micro-management, à être plus intéressés par la méthode que par le résultat, à penser qu'il possède LA bonne façon de faire les choses ...

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Tribal Leadership: The Key To Building Great Teams

Tribal Leadership: The Key To Building Great Teams | New Leadership | Scoop.it
Have you ever wondered about internal organization dynamics and why some groups of people (who aren't on the same team) are more successful than others? Why different “tribes” inside the organization seem to be at war with one another lowering performance in increasing politics? Why certain groups of people never seem to do anything? Or why its hard to move into the next level? Read on.

Via David Hain
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David Hain's curator insight, February 13, 5:45 AM

How to develop and lever up the tribes in your organisation! A very useful view of org. dynamics.

Daniel Tremblay's curator insight, February 13, 11:43 AM
Interessante façon de lire notre environnement interne ...
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7 Signs You Are A Micromanager  

7 Signs You Are A Micromanager   | New Leadership | Scoop.it
Leading others is as much an art form as it is a skill set. Helping others develop as they perform their jobs is the calling of every leader. On the flip-side, the bane of  every hard working employee is a leader who micromanages rather than develops others. If asked, none of us wants to admit that we are a micromanager. But obviously, some of us are, because according to Inc. the #1 complaint among employees is that they are micromanaged.  How then are we to determine if we are one of the ones guilty of micromanaging? Here is a list of 7 signs that you may be a micromanager.
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7 Things Which Weaken Good Leadership - Ron Edmondson

7 Things Which Weaken Good Leadership - Ron Edmondson | New Leadership | Scoop.it
There are times I’m a better leader than other times. Sometimes this is my fault. Other times the cause is unavoidable. If we can begin to identify what interrupts the effectiveness of our leadership, we can become better leaders. I have personally experienced some things in my own life whigh weaken my leadership. One of my goals is …

Via Kevin Watson
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Rethinking risk in a strategic way 

Rethinking risk in a strategic way  | New Leadership | Scoop.it
Managing risk is vital for global organisations, but many have very disparate ways of doing this. What’s needed is a cradle-to-grave process for managing risk. When starting a project, the first thing we need to do is understand why we are undertaking the project, we then need to look at what could stop it, what could support it, and what could happen in the future. We need to consider a process that is embedded within the organisation that everybody follows, and that can be tailored to suit the activity.
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If Your Team Agrees on Everything, Working Together Is Pointless

Collaboration is crumpling under the weight of our expectations. What should be a messy back-and-forth process far too often falls victim to our desire to keep things harmonious and efficient. Collaboration’s promise of greater innovation and better risk mitigation can go unfulfilled because of cultural norms that say everyone should be in agreement, be supportive, and smile all the time. The common version of collaboration is desperately in need of a little more conflict.
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Daniel Tremblay's curator insight, February 3, 8:42 AM
"There’s no point in collaboration without tension, disagreement, or conflict. What we need is collaboration where tension, disagreement, and conflict improve the value of the ideas, expose the risks inherent in the plan, and lead to enhanced trust among the participants."
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The seven decisions that matter in a digital transformation: A CEO’s guide to reinvention  

The seven decisions that matter in a digital transformation: A CEO’s guide to reinvention   | New Leadership | Scoop.it
A successful digital transformation requires making trade-off decisions. Here’s how successful CEOs guide their business’s reinvention.
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VUCA leadership: why you need it and how to develop it

VUCA leadership: why you need it and how to develop it | New Leadership | Scoop.it

The US Army coined the acronym VUCA in the late 1990s to depict the radically different military threats that arise when conditions are ‘volatile, uncertain, complex and ambiguous’.
 
These four words have subsequently been adopted in the workplace, as they neatly encapsulate the turbulent and unpredictable nature of today’s business environment. If your organisation is to survive and thrive in a VUCA world, you need to rethink the way you develop your leaders.

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Seeking a definition of social leadership

Seeking a definition of social leadership | New Leadership | Scoop.it

What is social leadership? A good question and one that isn’t as easy to answer as you might imagine. For some, social leadership is tied to morality, ethics and the leader’s sense of duty towards society whilst others consider it to be how deftly a person can employ their social and emotional skills to lead others.
 
Furthermore, academics such as Balkundi & Kilduff assert that leadership should be viewed from a social network perspective, and it is this focus upon social relationships and the ability of the leader to accurately perceive and manage these linkages between people that impacts upon their success. 

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donhornsby's curator insight, February 21, 9:41 AM
So if you are looking to truly define social leadership, a good starting point would be this: a leadership style utilised by a person who may or may not be the formal leader who utilises their strong social capital, and core social skills to motivate, inspire and lead others.
 
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Two Simple Concepts for Better Leadership

Two Simple Concepts for Better Leadership | New Leadership | Scoop.it

In an earlier blog post, I described the value of simple concepts. Most businesspeople are already more innovative than we give ourselves credit for. But we need to become more aware of our talent, to transfer our insights from one category to another, and to learn from others (and from ourselves). “Nuggets” — shorthand reminders of what we already know, but may have forgotten to put into practice — can help us do this by improving our focus.

Two nuggets, or concepts, that I have found useful pertain to leadership excellence. The first reminds you how to see your situation from multiple perspectives. The second can help break the habit of doing everything in-house.

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How to Build a Connected Workforce

How to Build a Connected Workforce | New Leadership | Scoop.it

When people work in silos, different units and capabilities are pulled in when the time is right. Legal might hand off to marketing, or the user experience team is consulted only after design is completed. This approach won’t cut it in today’s mobile- and social-first digital world, in which everything has to be simple, seamless, and intuitive from the start. And it particularly doesn’t work when it comes to digital and technology initiatives. It’s hard, for instance, to develop a cohesive and unified digital vision when 68 percent of digital and tech spending occurs outside of IT budgets.

Building a working environment conducive to collaboration is key. Rather than encourage people to toil in isolation or only with their peer groups, modern working environments must allow for a cross section of specialists to be in close proximity to one another, even if that closeness is achieved only in cyberspace. When they learn how their teammates work, colleagues will develop the next imperative for a connected workforce: the ability to understand one another’s working language.


Via David Hain
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David Hain's curator insight, February 17, 3:09 AM

Closeness in pursuit of collaboration doesn't have to be physical. Indeed, it often can't be - so how can digital means help?

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New Research Identifies How Trust Impacts Employee Work Passion

New Research Identifies How Trust Impacts Employee Work Passion | New Leadership | Scoop.it

Trust at work is critical, but it can be difficult to pin down and address. Trust expert Daniel McAllister highlighted this challenge when he presented his initial research on the subject in 1995. McAllister opened with a quote from the book Behavior in Organizations.

“Trust … tends to be somewhat like a combination of the weather and motherhood; it is widely talked about, and it is widely assumed to be good for organizations. When it comes to specifying just what it means in an organizational context, however, vagueness creeps in.”

McAllister went on to identify two types of trust—cognitive (logical) and affective (emotional). He looked at the impact each had on different measures of behavior and performance.

The Ken Blanchard Companies just released research findings on how these two elements of trust impact five measures of employee work passion. The Blanchard research offers guidance for leadership development professionals looking to create more engaging and productive work environments.

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Leadership Hinges Upon What You Do – Not Who You Are

Leadership Hinges Upon What You Do – Not Who You Are | New Leadership | Scoop.it
Being a leader is not just about possessing “leadership.” It is much more than that. The qualities of a leader are endless, but leadership in itself is a different story.

Via Kevin Watson
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Leading across cultures: bringing out the best of all worlds  

Leading across cultures: bringing out the best of all worlds   | New Leadership | Scoop.it

Working effectively across cultures requires different skills for leaders and teams. Randall S Peterson shares intercultural advice 

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If You Want to Motivate Employees, Stop Trusting Your Instincts

Few topics have received more attention in talent management than motivation, defined as the deliberate attempt to influence employees’ behaviors with the goal of enhancing their performance, and in turn their organizational effectiveness. Indeed, other than talent, motivation is the key driver of job performance, for it determines the level of effort and persistence employees will exert. It is also clear that top performers tend to stand out as much for their motivation as for their talents.

However, while the science of motivation is robust and well-established, it is rarely applied to real-world management practices, which tend to be based on managers’ intuition and subjective experience. This is perhaps why Peter Drucker famously lamented that “we know nothing about motivation — all we can do is write books about it.”
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Mastering the art of speaking to an audience

Mastering the art of speaking to an audience | New Leadership | Scoop.it
A lot of business leaders leave a lot to be desired when it comes to public speaking, but it’s part and parcel for senior management to give the occasional presentation, host industry talks and make company wide speeches, so it’s worth brushing up on the skills and techniques it takes to do them with ease and make them as powerful as possible
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Questions As The Ultimate Leadership Tool

Questions As The Ultimate Leadership Tool | New Leadership | Scoop.it

Another example of a leader who makes effective use of questions is Commander D. Michael Abrashoff. 

 

Via donhornsby, Roy Sheneman, PhD
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donhornsby's curator insight, February 8, 9:51 AM
When are you going to ask yourself some of these powerful questions?
 
Ivon Prefontaine's curator insight, February 10, 4:16 PM
The questions we ask as leaders and teqachers should not presume answers. Hans-Georg Gadamer wrote about eloquent questions without presumed answers. The questions structured the dialogue.
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Getting the Leadership Basics Right

I recently had the opportunity to interview two CEOs on a single day. While the interviews were conducted for two different projects and initially seemed dissimilar, my review of the notes revealed great commonalities in how the two run their businesses. Their insights make a great playbook for the leadership basics from which every executive can learn.

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