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Leadership Culture 101: Model great #followership to build collaboration.

Leadership Culture 101: Model great #followership to build collaboration. | Leadership | Scoop.it
The culture of leadership in the 21st century is relational and collaborative. The pressure is off leaders to feel that they must have all the answers. Instead, when they work within a culture of c...

Via Mel Riddile
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David Hain's curator insight, March 24, 2014 4:31 AM

An old but gold business model.

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Helping the Passive-Aggressive Executive

Helping the Passive-Aggressive Executive | Leadership | Scoop.it

Business schools prepare us to become better at strategizing, inspiring, mentoring, team building, delegating, and so on. But do they prepare us for dealing with executives who are resistant to motivating, influencing, and coaching interventions?



Via Kenneth Mikkelsen
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donhornsby's curator insight, February 22, 2014 10:53 PM

Why would you want to go through such a rigmarole to keep a passive-aggressive on track?  The answer is that these people are often highly expert at what they do, despite being poor at teamwork. In an effort to carve out an identity for themselves, they often make themselves highly expert in a narrow field in which their parents have little authority and can’t challenge them. That’s obviously fine until they get a job with people who do have relevant expertise and can challenge them.

Andrew Man's curator insight, February 23, 2014 12:48 AM

Nice insight on dealing with passive agressive people at work.

Sabine Henrichfreise's curator insight, February 23, 2014 8:42 AM

Leaders have to develop their affective skills if they want to create a positive emotional atmosphere. Positive emotions create positive relationships. Positive relationships are key for a successful and a joyful business life. 

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About LeadershipABC

About LeadershipABC | Leadership | Scoop.it

Working professionally with leadership development I collect gold nuggets on leadership/management, that I find useful, educational, and inspirational to others. 

 

It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.


My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action. 


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen


Google+: https://plus.google.com/+KennethMikkelsen


Twitter: www.twitter.com/LeadershipABC

  

Enjoy!

 

Kenneth

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Natalia Gutierrez Gonzalez's curator insight, May 22, 2015 6:18 AM

LeadershipABC, knowledge is important but only if it is shared and applied.

Sandra Scheinbaum's curator insight, June 13, 2015 12:34 PM

How can you step outside your comfort zone?

C2C's curator insight, July 5, 2015 4:15 AM

ajouter votre perspicacité ...

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Here’s Why So Many Good Employees Are Looking to Leave This Year

Here’s Why So Many Good Employees Are Looking to Leave This Year | Leadership | Scoop.it
“ According to a recent study by CareerBuilder, 1 out of every 5 workers is planning to leave their job in 2014. That’s a lot of disengaged employees. After digging into the data, you find …”
Via Anne Leong
Jerry Busone's insight:
For the first time I'm a long time not feel valued in a role beats out people leaving people. Want to engage your folks...recognize them, make them important,recognize them...it will carry over to the clients they bring on
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50 big ideas to change L and D

50 big ideas to change L and D | Leadership | Scoop.it
“ I was struck by a post on the always interesting TeachThought again yesterday. I've referenced their work before and the post didn't just impact on me; Jane Hart also saw it and in the spirit of c...”
Via Anne Leong
Jerry Busone's insight:
Here's where I see Leadership Development going how about you
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10 Principles for Leading Change

10 Principles for Leading Change | Leadership | Scoop.it
“Too bold. Not bold enough. Too fast. Not fast enough.” As school leaders, administration and teachers alike, seek to enhance and even redefine the quality of learning and community for our students, we often hear variations on these four critiques. At times in the past I’ve been accused of being too bold and too fast, to the point of appearing impulsive.
Via Patti Kinney, Mark E. Deschaine, PhD
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The Future of Information Dashboards

The Future of Information Dashboards | Leadership | Scoop.it
Information-on-the-move will be a key feature of the information dashboard in 2014. While web dashboards will provide users with in-depth insights and analysis, the mobile dashboard will be tailor-made to suit the information requirements of the user-on-the-go. Location intelligence, real-time data and predictive analytics will further make the dashboard richer and enable users to gain crucial business insights from their data.
Via Mario K. Sakata
Jerry Busone's insight:
Using Dashboards moves into the 21st century when the data is mobile,real time and used for predictive analysis and insights .
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Rescooped by Jerry Busone from Leadership
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How To Grow Your Leadership Skills

They say that some people are born leaders, but the truth is that anyone can hone their leadership skills even if they weren't "born" leaders. Here's how.

Via Anne Leong
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The Must-Have Habitudes of Effective 21st Century Leaders

The Must-Have Habitudes of Effective 21st Century Leaders | Leadership | Scoop.it

The conversation around must-have, 21st century leadership skills has been in full swing for years. From business to education; classroom to community, the debate on what is a “new skill” or an “always skill” can be both controversial and confusing.


Although it’s almost certain we will never all agree to a singular list of skills, strategies, and competencies leaders must embody for success now and in the future, we do know what effectively operating and leading in a fluid, dynamic and every changing 21st Century world requires:


  • The ability to see the challenge and the solution, from every angle
  • The ability know what questions to ask and when to ask them
  • The ability to communicate one’s vision passionately and persuasively
  • The ability to connect with others and create an enduring relationship
  • The ability to understand your strengths and the discipline to improve your weaknesses
  • The ability to dream, set audacious goals, and believe they can be accomplished
  • The ability to stand out, stand up, and stand beside and knowing when each is required
  • The ability to lead, serve and honor others.

Via Kenneth Mikkelsen
Jerry Busone's insight:

one of my favorite reads...mirrors leadership expectations of Business, people and market leadership

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Stefano Principato's curator insight, April 25, 2014 6:03 AM

Possessing a clear understanding of your strengths, shortcomings, motivations and emotions. Self awareness allows you to better understand other people and positions you to transform informed insight into intentional action.

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Leader-as-Person: Who You Are is How You Lead - Huffington Post

Leader-as-Person: Who You Are is How You Lead - Huffington Post | Leadership | Scoop.it
Leader-as-Person: Who You Are is How You Lead Huffington Post In my first post in this series on leadership in the corporate world, I introduced you to the notion that there are roles that leaders must fulfill to be successful: person, performer,...

Via Anne, Jasmine Saini
Jerry Busone's insight:

Good thoughts through out. I mean how you show up is really how you are... some leaders should ooh in the mirror every night before they tuck their kids in... others should celebrate with them.

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Leadership: How to Get From Good to Great

Leadership: How to Get From Good to Great | Leadership | Scoop.it
Focus on a few core components of leadership and you can take your company to new heights.

Via Anne Leong
Jerry Busone's insight:

Simplify...focus on the core concepts and get them right first. 

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Rescooped by Jerry Busone from Influence, EQ & Persuasion
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The 3 Worst Communication Mistakes Professionals Make - Business Insider

The 3 Worst Communication Mistakes Professionals Make - Business Insider | Leadership | Scoop.it
Flickr/DellIncThree things affect whether you're seen as having leadership potential, according to research by the Center for Talent Innovation: proje...

Via Anne Leong
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The Difference Between Mentoring, Coaching & Sponsorship | DiversityInc Best Practices

The Difference Between Mentoring, Coaching & Sponsorship | DiversityInc Best Practices | Leadership | Scoop.it
“How do you know which one you need—and can you have more than one?”
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Why Most Of What We Know About Management Is Plain, Flat, Dead Wrong

Why Most Of What We Know About Management Is Plain, Flat, Dead Wrong | Leadership | Scoop.it

We are in fact at the beginning of a set of gigantic changes in society, in which everything we do is being re-invented—how we live, how we work, how we play, how we communicate, even how we think and how we feel. At the heart of these changes is of course the Internet and its related technologies. We have already seen big changes. But the implications of it have only just begun.


Via Kenneth Mikkelsen
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donhornsby's curator insight, January 31, 2014 8:43 AM

(From the article): But it requires more than agility. It requires an agility that is tightly linked to empathy and a responsiveness to what customers want and need. That’s because the technology has not only empowered producers and entrepreneurs and given them more possibilities in terms of what they can produce.


Technology has also empowered customers. Globalization gave customers choices. The Internet gives customers instant access to reliable information as to what those choices are and an ability to communicate with other customers and mobilize support for what they collectively want.

Lorenzo del Marmol's curator insight, February 17, 2014 1:27 PM
In the article check out the management principles of the Creative Economy.
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Leadership skills for the year 2030

Leadership skills for the year 2030 | Leadership | Scoop.it

Will it be the ability to thrive amid uncertainty? To handpick talented employees in a remote region of China? Or just to stay awake as you visit three continents in three days?


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, March 2, 2014 8:55 PM

The book; Leadership 2030: The Six Megatrends You Need to Understand to Lead Your Company into the Future  uncovers six megatrends that will dramatically impact organizations' markets, cultures, systems, and processes. You can read more about the book here


Download the Leadership 2030 whitepaper here

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Can A Big Old Hierarchical Bureaucracy Become A 21st Century Network?

Can A Big Old Hierarchical Bureaucracy Become A 21st Century Network? | Leadership | Scoop.it

One of the most difficult management challenges is taking a big old hierarchical bureaucracy, and turning it into a nimble 21st Century networked organization that can cope with the challenge of today’s dynamic marketplace and compete with younger organizations that have been networked from the outset.


These big old hierarchical bureaucracies have deeply engrained cultures with a tradition of individuals reporting to bosses and coordinating processes made up of roles, rules, plans and reports; the reports flow up and down the hierarchy. These processes ensure order but they restrain innovation and creativity - a critical handicap in the emerging Creative Economy. In these big old firms, the careers of those who have risen to the top are built on the principles of hierarchical bureaucracy. Inside these firms, the thought that a firm could be run in any other way can be discomforting, if not hallucinatory.



Via Kenneth Mikkelsen
Jerry Busone's insight:

 Hierarchical bureaucracies just don't work anymore ... its more about collaborative, nimble environments at the top. 

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David Hain's curator insight, March 24, 2014 4:29 AM

Networks are the future, but bureaucracies require to learn new skills and organisational forms to survive the journey!

david o'connor's curator insight, March 25, 2014 9:22 AM

Love the concept that: in networks, leadership is not the prerogative of position, rather the shared responsibility of everyone involved in self-organised collaboration.

BertVries's curator insight, April 25, 2014 8:14 AM

Must read and interesting perspective about how to transform  a big old hierarchical organisation into a more agile/adaptive organisation by adding a network layer on the existing org structure

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How To Make Work Matter

How To Make Work Matter | Leadership | Scoop.it
“ It’s the great challenge of leadership: how to inspire employees to bring their best selves to work and deliver consistent, stellar performance. It is accepted wisdom that happy employees are better performers. While there is much truth to this, it can lead to some common leadership mistakes. Yes, bells and whistles in the [...]”
Via Anne Leong
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To Motivate Employees, Apply This Scientific Rule Of Leadership

“ How to motivate employees: leadership consultant Micah Solomon writes that successful employee motivation requires you never forget the #1 leadership rule, the key ingredient you need in the mix.”
Via Anne Leong
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The Secret Power Of The Generalist - And How They'll Rule The Future

The Secret Power Of The Generalist - And How They'll  Rule The Future | Leadership | Scoop.it
We’ve become a society that’s data rich and meaning poor. A rise in specialists in all areas - science, math, history, psychology - has resulted in tremendous content. But how valuable is that knowledge without context? Despite the corporate world’s insistence on specialization, the workers most likely to come out on top are generalists - but not just because of their innate ability to adapt to new workplaces, job descriptions or cultural shifts. Instead, according to writer Carter Phipps, author of Evolutionaries generalists will thrive in a culture where it’s becoming increasingly valuable to know “a little bit about a lot.” Meaning that where you fall on the spectrum of specialist to generalist could be one of the most important aspects of your personality - and your survival in an ever-changing workplace.
Via Kenneth Mikkelsen, Miklos Szilagyi, Ivon Prefontaine, Mark E. Deschaine, PhD
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The Difference Between Managers and Leaders

The Difference Between Managers and Leaders | Leadership | Scoop.it
“ It's time to face the music as a manager: You don’t always have all of the right answers. Your “it’s my way or the highway” approach to management isn’t going to”
Via Robert
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Simple Mistakes That Leaders Unintentionally Make

Simple Mistakes That Leaders Unintentionally Make | Leadership | Scoop.it
Are you too focused on the big stuff and missing the important details? Here Inc. columnists identify simple mistakes overlooked by even the most diligent of leaders.

Via Anne Leong
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Ivon Prefontaine's curator insight, March 13, 2014 6:50 PM

An article I recently read pointed out that leaders entrain themselves and see what they expect to see. An effective way to overcome this can be writing reflective journals and asking direct questions about process. We are often surprised by the little things we overlook and how important they are.

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Seven Steps to Coaching Your Employees to Success

Seven Steps to Coaching Your Employees to Success | Leadership | Scoop.it
Don't just rely on annual reviews. Create an ongoing communication with your employees to help them be their best.

Via David Hain
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David Hain's curator insight, March 14, 2014 9:35 AM

Coaching is conditioning, whether you do it or not. Create water-cooler and corridor moments intentionally for great development.

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50 big ideas to change L and D

50 big ideas to change L and D | Leadership | Scoop.it
I was struck by a post on the always interesting TeachThought again yesterday.  I've referenced their work before and the post didn't just impact on me; Jane Hart also saw it and in the spirit of c...

Via Anne Leong
Jerry Busone's insight:

I really like "treat L and D as performance" . Don't certify someone because you haven't done your job of cultivating and developing talent. 

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Why Good Managers Are So Rare

Why Good Managers Are So Rare | Leadership | Scoop.it

Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time.


Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this massive problem is a good offense, because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage.



Via Kenneth Mikkelsen
Jerry Busone's insight:

Leaders account for 70% of their groups engagement per a gallup study. Furthermore  "Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time." Battlefield promotions  due to a lack of focus on developing a bench of talent. Why wouldn't you? Ask those who don't ...

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donhornsby's curator insight, March 16, 2014 9:12 AM

(From the article):Very few people are able to pull off all five of the requirements of good management. Most managers end up with team members who are at best indifferent toward their work — or are at worst hell-bent on spreading their negativity to colleagues and customers. However, when companies can increase their number of talented managers and double the rate of engaged employees, they achieve, on average, 147% higher earnings per share than their competition.

Kimberley Richardson's curator insight, March 17, 2014 1:59 PM

Great managers begin with great people.  When they bring out the best in themselves, they bring out the best in others. ~quote #genuineleaders #leadership

Efficienarta's curator insight, March 19, 2014 4:44 AM

What values do you use to help make decisions on Manager appointments? Do you put enough effort into selecting and developing first line supervisors / managers? (As Tom Peters puts it - a most critical strategic decision) .http://www.youtube.com/watch?v=t7ue3XwGMAw)

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15 Brilliant Business Lessons From Moneyball

15 Brilliant Business Lessons From Moneyball | Leadership | Scoop.it

I'm an idiot. Not all of the time, mind you, but every now and then, I'm an idiot. Like the time my friend and co-founder Brian Halligan asked me to read the book “Moneyball” .


Via David Hain
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