As the structure of our society has changed, as social dynamics have moved away from authoritarian models towards more socially collaborative ones, backed up by the speed, breadth and fluidity of communications, so the nature of leadership has changed too
No longer purely authoritarian (although often needing to include elements of this), there is a more constructivist dimension: leadership created in the moment through consensus of the community. Leadership of it’s time: a time when communities enable us to be more effective, to create ever stronger meaning and share it ever more widely.
Yesterdays leaders may have been about bluster and orders, today’s are about curation, sharing, social capital and trust. Today’s successful leaders gain support through their communities and provide a light touch of leadership on decisions that are co-ownedthroughout the community.
This was the mantra repeated by educators throughout my youth. None of them added "be happy" to the success equation.
But a growing body of research in positive psychology and neuroscience is demonstrating that happiness is the secret ingredient to success. It turns out, our brains are more engaged, creative, productive, and resilient when in a positive state.
All this unhappiness comes with a high price tag to businesses, costing more than $550 billion a year in lost productivity. In his book, Donovan identifies 60 simple steps individuals can take to improve their happiness and get back on the path to success. Here are six of the top things happy workers do:
Organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves. Anyone who pulls the organization in new directions must look inward as well as outward.
In an increasingly competitive, cautious and accelerated world, those who are willing to take risks, step out of their comfort zone and into the discomfort of uncertainty will be those who will reap the biggest rewards. When I first left my parents’ small farm at eighteen to move to “the city” [...]
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.
One of the most astounding facts about the the creation of memories is that it is the result of a biochemical reaction that takes place inside neurons, one particularly common among neurons responsible for our senses. Scientists have recently discovered that our short-term memory — also known as “working memory,” the kind responsible for the “chunking” mechanism that powers our pattern-recognition and creativity — is localized to a few specific areas of the brain. The left hemisphere, for instance, is mostly in charge of verbal and object-oriented tasks. Even so, however, scientists remain mystified by the specific distribution, retrieval, and management of memory.
Organizational development has been of focus for several years, but still many companies do not understand the importance of change management models. Almost 70% of all major organizational change efforts fail, which among others is because of a lack of holistic approach to the management of change and the extend of the models used. This emphasizes the importance for companies to have a good and realistic change management model before starting to implement the transformation.
In today’s high-tech, high-speed, high-stress world, communication is more important then ever, yet we seem to devote less and less time to really listening to one another. Genuine listening has become a rare gift—the gift of time. It helps build relationships, solve problems, ensure understanding, resolve conflicts, and improve accuracy. At work, effective listening means fewer errors and less wasted time. At home, it helps develop resourceful, self-reliant kids who can solve their own problems. Listening builds friendships and careers. It saves money and marriages.
Peter Drucker, considered the leadership guru of the twentieth notes that, “The leader of the past may have been a person who knew how to tell, but certainly the leader of the future will be a person who knows how to ask.”
Why is it so important to use people’s names? A person’s name is the greatest connection to their own identity and individuality. Some might say it is the most important word in the world to that person.
Having too much work has become the new normal. With the economy still volatile and employment opportunities still tight, the perfect environment exists for overwork. Employers keen on doing more with less keep resources lean and don’t give managers the budget to do otherwise. Employees nervous about dwindling options take on the extra responsibilities and don’t push back. Everyone suffers when there is too much work — decreased quality, lower morale, increased burnout. Ideally, the entire company is in on the fix – additional resources are brought in, emphasis is renewed on sustainable work/ life balance, key priorities are clarified. However, until there is a clear directive that the workplace will change, your work still needs to get done.
"We just completed a major study of human capital trends around the world (Deloitte Global Human Capital Trends, 2500 organizations in 90 countries) and the message is clear: companies are struggling to engage our modern, 21st century workforce.
This is a worldwide issue. Gallup research shows that only 13% of employees around the world are actively engaged at work, and more than twice that number are so disengaged they are likely to spread negativity to others.
...And when we asked companies to evaluate their management practices they were particularly critical of the way they manage performance, leading us to the conclusion that performance management is broken. (Read The Myth of the Bell Curve for more on this topic)…"