Are your personal values personal? They shouldn’t be if you want to make a difference.
Something personal is not often discussed. It’s rarely discussed, and held close to the chest. Your values need to be unleashed, visible in your actions, apparent in your words. Your team members need to experience your personal values in your interactions. Personal values need to be known and shown. Personal values are extended gracefully.
For values to have meaning and impact, they need to shape your beliefs and behaviors. They are your origins. Whether at home or at work, your personal values don’t change. They are woven into your being. They shape how you make sense of the world. But be mindful of biases that trick you to believe and act in ways that lead you astray from what you stand for.
So, it’s with an eye on the aspirational nature of values and on the deception we are prone to fall for, after all, we are human and flawed, that habits of values-based leaders become crucial. The habits of values-based leaders sharpen the clarity of personal values and uphold our courage to follow them.
When Alfred Sloan created the modern corporation at General Motors, he based it on the military. The company was split into divisions, each with its own leadership. Information flowed up, orders went down and your rank determined your responsibility. The model was designed to implement strategy from the top and move men and materiel efficiently. It assumed that leaders had better understanding than those on the lower rungs.
Managers made plans and foot soldiers carried them out.
Strategy in the 21st century has become less directed and more emergent. Even the military relies less on plans and more on commander’s intent. Corporate chieftains are following suit, experimenting with management structures such as holocracy. Yet we need to do more than simply change policies and practices, leadership itself must be redefined.
Trudy Raymakers's insight:
Key take away:"Strategy is no longer a game of chess. We can’t think only in terms of planning and execution, but need to understand how information flows and cascades self-organize around strategic intent. "
Need a photo resized in an hour? It'll run you $5. A blog post? $45. What about an infographic? $150. PeoplePerHour, a freelance marketplace with offices in the U. S. and the U.K. is beta testing a new service called SuperTasker, which sells such help for a flat fee. The site matches buyers [...]
De 'deeleconomie' is aan een opmars bezig. Initiatieven als Airbnb, Snappcar en Thuisafgehaald maken het mogelijk je kamer, je auto of je kookkunsten online te 'delen' met anderen. Het woord suggereert een grote mate van altruïsme. Maar is er wel sprake van delen? Een explainer over dit controversiële containerbegrip, door gastauteur Jaap Tielbeke.
De laatste jaren staat de zelforganisatie van mensen hoog op de politieke agenda. In de ‘participatiesamenleving’ behoren burgers voortaan zelfredzaam te zijn en zorg te dragen voor elkaar. Dat vraagt om een omslag in denken en handelen van burgers én professionals. Om handen en voeten te kunnen geven aan deze omslag kunnen we gebruik maken […]
In September Larry Ellison stepped down from the helm at Oracle and appointed a co-CEO pair as his successors. Articles about the announcement spoke of such..
Articles about the announcement spoke of such dual arrangements in discouraging and doubtful tones.
Meanwhile, in NYC, a well-regarded VC recently told me that she thought at least 50 percent of early-stage startup failures are rooted in co-founder conflicts.
And this a few weeks ago from Pando.
Not surprising. In a time when collaboration is a flourishing ideal, shared leadership is an increasingly attractive proposition. And yet, leaders are the fulcrum that receives, holds and either utilizes or gets crushed by the considerable pressures generated by early-stage company building; two is not necessarily better than one at the cornerstone.
Said otherwise: multiple founders/CEOs means more complexity, and while more complexity at the fulcrum can mean more strength (internal levers, combustion systems, failovers, etc.) it can also mean considerably more vulnerability to fissures, conflict and collapse.
This post is a brief guide to co-leading. I’ll outline why having co-leaders is hard, why it’s a source of enhanced productivity, creativity, and joy when it works, and some tactics for success.
Midden-Brabant: Samen sterker met sociale innovatie - Negen gemeenten rond Tilburg hebben zich rond 2011 verenigd in de bestuursorganisatie Regio Hart van Brabant (RHvB) en de uitvoeringsorganisatie Midpoint Brabant. Het doel: vergaande regionale samenwerking tussen ondernemers, onderwijs, overheden en ondernemende burgers. Verscheidene betrokken vertellen over hun aanpak, die nog uniek is in noordwest-Europa.