As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the many hallmarks of his leadership was trust. The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”
Unfortunately, trust is in rare supply these days. People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.
The Results Are In: Bad Leadership Is Contagious Forbes In past Zenger Folkman research we've demonstrated that a great leader can have powerfully positive effects on an organization: decreasing turnover of team members and greatly increasing...
According to a survey published this month by Right Management, 83% of employees said they are actively seeking a new position for 2014. Gallup’s State of the American Workplace study earlier this year found that 70% of workers are not engaged or actively disengaged and emotionally disconnected from their workplaces, and thus less likely to be productive. Gallup’s research also finds that engagement is strongly connected to business outcomes essential to an organization’s financial success.
Here are three workplace trends that are likely to keep employees engaged and retained in 2014:
No matter how cliché, change seems to be the only constant. Organization's must be able to anticipate, respond to and react to various change catalysts to move their organization forward and be in the best position to succeed.
What Leaders Can Learn From Mandela's Selflessness and Sacrifice Huffington Post (blog) With the loss of Nelson Mandela, not only did we lose a great man, but we also lost one of the great modern examples of what leadership looks like.
The Guardian How to beat the female leadership stereotypes The Guardian The explanation is usually psychological: both women and men unconsciously view men as leaders and women as followers, so that when a woman is promoted to senior leadership,...
A common answer is that the system is to blame — dealing with corporate bureaucracy pulls us away from our role as a manager of others, and it doesn’t reward us for being good at that job either. The few that succeed do so despite, not because of, the rules and procedures within which they work.
A second view is that there is a form of knowing-doing gap — managers know they should be delegating more and giving credit to others, but they struggle to do so because their default behavioural setting is one of control and self-promotion.
Julian Birkinshaw from London Business School examines innovative approaches to seeing the world through the eyes of your employees.