Our shift from bureaucratic to distributed leadership took nearly a century. According to Deborah Ancona, a professor of management and organizational studies at MIT, companies in America circa 1920s were "super bureaucracies." Then, in the 1960s, people focused on interpersonal relationships and lots of discussions centered around trust and empathy. In the 1990s, it was all about organizations needing to undergo large-scale changes and vision. Finally, today’s workplace centers on what’s called variously eco-leadership, collaborative leadership, or distributed leadership.
"It’s all about your network," says Ancona, author of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, as in who do you know outside and inside of your team. "If you understand the internal network in your company, you have a higher chance of moving ahead
We’ve all encountered people who say less but what they say matters more; people who know how to use silence to dominate an exchange. So having influence means more than just doing all the talking; it’s about taking charge and understanding the...
Do you have a crier on your team? You know, the one with tissue-thin skin who expresses frustration, sadness, or worry through tears. Or maybe you have a screamer, a table pounder who is aggressively invested in every decision.
What makes a great manager? They create environments where employees take responsibility for their own—and their team's—engagement and build workplaces that are engines of productivity and profitability.
Conventional thinking has suggested that leadership positions go to those who aggressively plan their careers with a keen eye for building the right skills to reach top jobs. Others believe that leaders are born, not made.
We’ve all heard the axiom that to persuade others effectively, we have to win both the hearts and minds of our audience. For people who are naturally persuasive (or overwhelmingly charismatic) this comes naturally.
Have you ever attended a presentation and found yourself immediately mesmerized by the speaker? Take a moment and think about the exact person you were listening to. You probably felt as if a force pulled you in while listening. You try to identify the qualities that kept you engaged and wanting more, but you just can’t put your finger on them. You know the speaker had passion and lots of confidence. Perhaps it was their high energy, but are these qualities replicable? Absolutely, YES. Does it take effort and time? YES
Is your leadership grateful? Do they really understand how – and how much – you contribute; do they appreciate your unique way of thinking and doing and the value you add to the organization as a result?
Earlier this year the Conference Board released the results of a survey of CEOs to identify their most critical challenges. The hands-down winner was the challenge of human capital, especially leadership.
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