Leadership is no longer defined by years spent in the industry, seniority with the company or the number of gray hairs on our heads. Innovation and social strategies play an increasing role in who wins – and who gets left behind. Often by necessity, leadership is getting younger, stronger and more diverse
Great leaders have inspired millions of people throughout history. Likewise, today’s great business leaders at all levels motivate employees to transform their enterprises and help them reach new heights of accomplishment.
Responsibility to yourself means refusing to let others do your thinking, talking, and naming for you; it means learning to respect and use your own brains and instincts; hence, grappling with hard work.”
Web-scale IT -- the massive, highly efficient and automated data centers of Facebook and Google -- can be implemented in enterprise data centers using these five tips.
Amazon can commission a virtual machine in seconds. Facebook can assign one system administrator to 24,000 servers. Google can let 1,000 servers fail in a given year without blinking an eye.
While the typical enterprise data center cannot operate like this, it is time for IT teams to adopt the Web-scale IT mindset, according to several speakers at the Gartner Data Center Conference here this week.
"The shift is like moving from medieval expert guilds to industrialized manufacturing," said Carl Claunch, vice president and distinguished analyst for Gartner Inc., an IT industry analysis firm based in Stamford, Conn.
Here are some of the tips Gartner analysts offered up to achieve a Web-scale strategy.
If you’re a regular visitor to this site, you can easily discern a pattern over the last few posts. I’m thinking about next year. It happens every year during the fourth quarter – I want to figure out how to have more impact in the upcoming year.
I say leadership can be taught. But then, I have a unique definition of leadership.
In his book, “Executive Instinct,” Nigel Nicholson of the London Business School suggests that there may be a leadership gene — that some people are just driven to be in charge. But the University of Michigan’s Noel Tichy — in his book “The Leadership Engine” — declares that leadership style and abilities emerge from experience.
Yet another opinion comes from the former chief executive of a $40 billion business who claims that leadership is irrelevant — it’s all about designing the right employer contracts.
Zelfsturing is hot: zelfsturende teams zijn (weer) in. Nu is het de zorgsector waar het inzetten van zelfsturende teams aan de orde van de dag is. Buurtzorg Nederland nam het voortouw: maak professionals verantwoordelijk voor de zorg die ze leveren, zet ze in kleine teams in de wijk, de betrokkenheid stijgt, de cliënt ziet minder hulpverleners en krijgt het overzicht over zijn leven weer terug. En bovendien is de werkwijze kostenbesparend. In deze blog ga ik het niet hebben over de vraag of ieder team zelfsturend kan zijn; op die vraag kom ik later graag terug.
One challenge most leaders face is how to inspire more workplace creativity. Elevating people to higher standards of performance and inspiring useful ideas requires igniting their imaginations.
Open-door leaders are keen to prevent complacency and lethargy. They know that mental grooves of habit eventually form ruts of routine. When people see things the way they’ve always seen them, everything stays the same, dulling work to the point of drudgery.
Inspiring creativity and imagination often requires disrupting people’s mental routine and catching them off guard.
Make a list of the 5 leaders you most admire. They can be from business, social media, politics, technology, the sciences, any field. Now ask yourself why you admire them. The chances are high that your admiration is based on more than their accomplishments. I'll bet everyone on your list reaches you on an emotional level.
Years ago in one of my first leadership roles, I was nervous about taking over a department that was new to me. I was seen as a strong manager but I knew that I had a steep learning curve ahead to understand the ins and outs of the work of the department. At the time I believed that I could not lead effectively if I did not know more about the day-to-day work than anyone else. I pored over reports, data, and manuals, attended endless meetings – and never asked questions of my team out of fear that they would see me as weak. I felt I had to know everything there was to know about our area – and that belief made the transition a lot harder than it needed to be.
How can leaders best shape the future of their organizations?
Despite all of the competing demands in a leader’s day, it is important to be focused on the future as well as the present. Peter Drucker, who was considered to be the “father of modern management,” did not mince words when he advised managers and leaders about the dangers of complacency and putting off the future. That’s why I believe that it is important to tap into some of his most pointed and provocative advice for creating the best possible futures for our organizations.
Vraag een willekeurige manager wat belangrijk is aan het stellen van doelen en als een Pavlovreactie braakt uw gesprekspartner het woord SMART uit. SMART is het ‘mit-nach-samt-bei-seit-von-zu’ van de doelstellingen. Goedbedoeld en direct paraat, maar achterhaald. De toekomst is aan SMURF-doelen!
So often we look to leaders to provide answers to the most challenging problems we face, whether in politics or business. In fact, great leaders are those who instead ask the right questions and engage others to arrive at the best answers together.
The media overly promotes a single businessman, politician or sports star as responsible for overall success. As a result, it’s hard to think of Apple without Steve Jobs, J.P. Morgan Chase without Jamie Dimon, and the current Denver Broncos without Payton Manning.
We tend to therefore associate the success of any group as overly reliant on those who lead them. Leaders are vital, of course, but the best are those who inspire others and share leadership to arrive at the most creative solutions.
Dat is wat je vaak hoort: ICT’ers en managers spreken een andere taal, ze begrijpen elkaar niet, soms kijken ze zelfs op elkaar neer, ze vinden dat de ander niet begrijpt waar het werkelijk om draait. Maar dit probleem kom je overal tegen. Althans, overal waar managers rondlopen.
Neem de gezondheidszorg. In ziekenhuizen is er een constante strijd tussen het bestuurlijke management, en de specialisten en het verplegend personeel, die daadwerkelijk de zorg leveren. Managers zijn er, in hun optiek, veelal alleen maar om te beknibbelen op het werk dat gerealiseerd moet worden.
Ook in de media, het onderwijs en de creatieve industrie kom je dit veel tegen. Recent zijn meerdere kunstopleidingen in opspraak geraakt vanwege het verschil in inzicht over hoe je zo’n kunstopleiding moet benaderen, HBO’s hebben al jaren een slechte reputatie vanwege de heersende gedachte dat besturen megalomaan zijn en in het verleden is het voormalige PCM (tegenwoordig de Persgroep, eigenaar van o.m het AD, Trouw en de Volkskrant) door de eigen redacties voor de rechter gedaagd vanwege wanbeleid.
To be a thoughtful leader is to be greatly admired and deservedly so. The brain is a sadly under-utilized organ. A little effort can make a big difference in gaining the respect that goes with being thoughtful. Here are 6 traits of really thoughtful leaders for you to emulate as 2013 draws to a close.
A 2009 IMD publication makes the observation this:There is a growing tendency in business to recognize that pooling the ideas, resources, commitment and efforts of many is more effective than relying on the few best individuals.
The publication goes on to analyze the way collaboration was utilized at CERN – the European nuclear research center in Geneva – as a tool in exercising a different type of leadership and project management, resulting in world’s largest ever physics experiment over almost 20 years.
John Maxwell, a prolific author who's written more than 60 books, says whatever you do, you can't buckle under unpopularity: "Sooner or later you encounter fierce resistance. Leadership feels a lot like peddling uphill, swimming upstream, or running into a stiff headwind. The challenge is to overcome the resistance instead of being overwhelmed by it," Maxwell writes on his blog.
John Lasschuit ®™'s insight:
Are the troops pushing back on your solutions to problems? Learn four ways to overcome their resistance.