Sustainable Leadership Huffington Post Instilling an ethic of sustainable management signals to investors, employees, vendors, and customers that a business is stable and the leadership has a long-term vision drawing on state-of-the-art practices.
BusinessNewsDaily 5 Leadership Blind Spots (and How to Overcome Them) BusinessNewsDaily Even the most effective leaders have flaws. Unfortunately, many leaders don't know what those flaws are or how to fix them.
There’s a major disconnect between what companies look for in their top performers and best leaders, and what students learn in school. Why don’t we better align these skill sets? For instance, among educators there is lots of talk these days about “grit”: the tenacity to focus on working toward a goal despite obstacles and... Read more »
Forbes Change Management Requires Leadership Clarity and Alignment Forbes Change management is in full-force across all industries, yet many leaders are unprepared to act upon and operationalize the requirements for change to avoid business...
We live in an era in which increasingly, leaders who are authentic, and who translate this into shared value for their people, whether shareholders or stakeholders, employees, customers or constituents, are the ones who have true and lasting impact - ultimately making the world a better place to live in. [...]
Strategy is often seen as something really smart people do — those head-of-the-class folks with top-notch academic credentials. But just because these are the folks attracted to strategy doesn’t mean they will naturally excel at it.
Writing is always a learning experience for me. It forces greater clarity. In addition, the tranquility of the unique Australian bush setting in which I am currently sitting, miles from anywhere, provides a perfect environment for learning. I’ve been working on a chapter for our new forthcoming book (from Amazon in September) called ‘A Practical Guide to Self-Determined Learning: Experiences from the Field’.
It’s an edited work where lots of people share their experiences of using heutagogy in a variety of contexts. It should be fun and, hopefully, useful to people wanting to try something a bit different in their ‘classrooms’. I got so excited while writing the chapter that I thought I’d share some of its content with you. In this day and age there is no need to be patient, which suits me, as patience is not a strong point. And I might get some comments back to help me refine the chapter before it goes to air.
A number of insightful writers have suggested the skills that people need in order to cope with the 21st century. One of my favourites that appears to summarise all of them is from Jackie Gerstein who has put together a neat pictorial of these skills. See also Tony Wanger’s work, which Jackie acknowledges.
The skills she has identified are: effective oral and written communication; collaboration across networks; agility and adaptability; grit; resilience; empathy and global stewardship; vision; self-regulation; hope and optimism; curiosity and imagination; initiative and entrepreneurialism; and critical thinking and problem solving.
Some of the implications of self-determined learning are:
The benefits of mindfulness, or being fully conscious and aware of one’s actions and surroundings, have been well documented by psychological scientists. Advantages include decreased risk of burnout at work, improved mental health, and smarter decision-making, according to recent studies. Now, researchers are turning their attention to a potential new connection: mindfulness and creativity.
Anybody who feels that far too many company reports and websites boast of a commitment to innovation will not be surprised to learn that this is the most cited value in a survey of how Standard and Poor’s 500 companies present their corporate culture. Innovation – mentioned by fully 80% of companies – was followed by those other staples, integrity, respect and teamwork.
Few leaders realize how much their emotional state influences a team’s (or an organization’s) attitude and productivity. Here are five things a leader should know about the link between emotion and leadership results.
Retired Gen. Stanley McChrystal explains how to be fast--and smart--about the way that you act.
For decades, the principles of efficiency were taught in business schools, and businesses thrived because of it, McChrystal says. But with more information being shared at greater speeds, even the most efficient organization these days can’t keep up.
The secret to success is adaptability, he says. You've got to be smarter--and faster--about the way you react, especially in today's world. With that in mind, here are five ways to get your team focused.
Daniel Goleman, in his article “Leadership That Gets Results”, has identified six different leadership styles, and he believes that good leaders will adopt one of these six styles to meet the needs of different situations.
None of the six leadership styles by Daniel Goleman are right or wrong – each may be appropriate depending on the specific context. Whilst one of the more empathetic styles is most likely to be needed to build long-term commitment, there will be occasions when a commanding style may need to be called upon, for example, when a rapid and decisive response is required.
"When we stop talking about creativity and innovation in abstract terms and start thinking about how they originate, we get divergent thinking. Divergent thinking is more than thinking outside the box; it’s thinking without the box, and imposing structure later."