Our most recent research, however, suggests that a small subset of leadership skills closely correlates with leadership success, particularly among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. Next, we surveyed 189,000 people in 81 diverse organizations4 around the world to assess how frequently certain kinds of leadership behavior are applied within their organizations. Finally, we divided the sample into organizations whose leadership performance was strong (the top quartile of leadership effectiveness as measured by McKinsey's Organizational Health Index) and those that were weak (bottom quartile).
What we found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness (exhibit).
Jeff sits down with Kathy Jourdain and Mike Ritzius to discuss how leadership styles can make or break your next project. In this episode, we look at top down leadership strategies as seen in large conferences, and community based strategies as seen in the Edcamp model.
Finland’s education system is considered one of the best in the world. In international ratings, it’s always in the top ten. However, the authorities there aren’t ready to rest on their laurels, and they’ve decided to carry through a real revolution in their school system.
Finnish officials want to remove school subjects from the curriculum. There will no longer be any classes in physics, math, literature, history, or geography.
The head of the Department of Education in Helsinki, Marjo Kyllonen, explained the changes:
“There are schools that are teaching in the old-fashioned way which was of benefit in the beginning of the 1900s — but the needs are not the same, and we need something fit for the 21st century.“
Never have design thinking, design practice and creative skills been as important to Canada’s future as they are now. Today, competitive success is determined by the ability to understand human needs and desires and to deliver richly imagined ways of addressing them. Many organizations recognize the importance of innovation, but they don’t know how to achieve it. The answer is design.
Designers allow companies to stay ahead of their customers by anticipating and addressing human needs and behaviours in a complex and changing world. Technology needs to be intentionally designed for and with people. Design creates the experience of a product, system or service, the individual, social and cultural experience, and the value and the impact it has. Design is the bridge between raw invention and application.
The essence of design thinking involves empathizing deeply, listening to people and observing them to identify tough problems to address or new opportunities to explore. Design thinking marries systems analysis with outcomes-oriented problem solving. It’s relevant to the development and enhancement of services, products and business methods. It’s as applicable to large companies as it is to startups and non-profits.
In this Behind the Brand video interview, Simon Sinek, the author and speaker who popularized the concept of "the golden circle" and to "start with why," presents a simple but powerful model for how leaders inspire action. He tells host Bryan Elliott that effective leadership can come from anywhere within the company: from the top, the middle -- or the tail can wag the dog.
"You don't really need the top guy to effect change if that person is dysfunctional leader," he says. "Remember, though leaders may have authority, power always belongs to the people."
Sinek explains how the the same is true in business: Leadership is a learned skill, just like basketball, parenting or anything else.
Perhaps we have so closely tied worth and value as a human being with the title Leader that to say that someone does not have leadership is to dehumanize them to some degree. But whatever we decide to call it, there will always be some people who take charge and inspire change. And there will always be a team of people that take some responsibility in making that change happen. Let’s start appreciating people for who they are and recognize their contributions. Everyone has talent. But we all don’t have to have the same talent.
Four-star general Stanley McChrystal shares what he learned about leadership over his decades in the military. How can you build a sense of shared purpose among people of many ages and skill sets? By listening and learning -- and addressing the possibility of failure.
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