We all know the power of LinkedIn for job hunting and networking. But how do we use it to help change careers—to make sure we’re found by the right recruiters, hiring managers, colleagues—not ones from our past, but from our future careers
These days, most of my time is spent in conference rooms instead of comedy clubs, and the performers I coach are designers and consultants who want their ideas to land successfully with clients. I’ve found that many of the same storytelling approaches apply in either circumstance.
If collaboration is key to succeeding in organizations today, doesn’t it pay to play nice in the sandbox? You have to get along with others to get things done, right? Yes, this is true — to a degree. You want to be a cooperative colleague but you don’t want to be seen as an ineffective pushover. Persuading others matters as much as getting along with them.
If you do something remarkable, something new and something important, not everyone will understand it (at first). Your work is for someone, not everyone. Unless you're surrounded only by someones, you will almost certainly encounter everyone. And when you do,...
Management gurus tell us what leadership is…and isn't. Years of research have taken us from employee-driven quality control, to empowerment, to "followership." By "turning the pyramid upside down," many of these approaches encourage employees to do what they think is best to serve customers, improve processes and innovate. Beyond these, however, in the age of closer and closer connectedness we are seeing a new organizational phenomenon. We call it crowdsourcing leadership. Much like composer Eric Whitacre, who uses crowdsourcing to splice together individual singers' voices to create masterful choral works (albeit with digital technology), business leaders are increasingly asking employees to lend their voices—and talents—to the chorus of direction and leadership.
emotional intelligence, which evaluates how well individuals perceive and deal with affectively charged interpersonal situations. But there are situations in which leaders have to deal with the emotions of large groups of people, not just those of one or a few individuals and most managers don’t have time to operate on a one-on-one basis all the time. Understanding the collective can help leaders respond effectively to the group as a whole. This happens in situations such as dealing with the collective anxiety of executives facing the news of corporate restructuring; or public authorities dealing with the collective anger of large groups of people in the streets; or politicians seeking to inspire large groups of people to win an election. Those with the skill to pick up on the subtle emotional cues of the collective can adapt accordingly and, according to our research, earn more respect as a result. So how can this ability to see the forest for the trees be applied by leaders?
Realizing how intertwined my work was with my identity meant seeing myself in the absence of external goals or achievements. It meant feeling the loss and still believing in it all, even though it was breaking my heart. It meant caring without attachment and accepting myself as enough. Only then, was I able to see what had been true all along. I am not my job.
“Keeping it real” - How authentic is your corporate purpose? identifies 12 drivers of authenticity, divided into those that relate to identity and those that relate to image. Drivers range from how transparent and open to self-regulation a company is, to its long-term orientation and consistency. It also takes into consideration differentiating factors such as passion and originality. And as Aileen Ionescu-Somers, Director of IMD’s CSL Learning Platform points out “What we have now - as a result of this research - is a veritable diagnostic toolset that can be used by companies to drive authenticity throughout their organizations.”
“Together with strong leadership, our research shows that awareness is the top dimension that drives authenticity – meaning that a company has an understanding of its own strengths and weaknesses, what drives or motivates its actions and how this affects key stakeholders and the environment. But all drivers are critical to overcoming the skepticism of internal and external audiences and must be managed in a comprehensive way,” said Daina Mazutis, Professor of Strategy and Ethics at IMD.
With recovery underway in many advanced economies, money is surging back into leadership development after the down-years of the recession. In 2013, companies spent an estimated worldwide total of US$45.5 billion on education for leaders at all levels.
It was not about whether self-managing, self-organizing systems “work.” We have known they do since they were introduced among British miners whose industry had been disrupted by new technology. The lesson was about a central—I would argue existential—paradox of leading: If you are not leading culture, you are not leading at all. If you are leading culture, not everyone will follow.
This is my last blog as part of the LinkedIn Influencer program. I announced my retirement earlier this year and Telstra’s new CEO Andrew Penn will be picking up the baton and offering his own Influencer views on key issues going forward.This month, as part of a long—standing commitment, I spoke on leadership at the Queensland University of Technology. Here are some of the ideas I shared:The hardest thing we’ve ever done…What an amazing time in human history, with so much change in the world. Th
A third of HR executives (32%) say they would replace members of their leadership team at the first opportunity, a survey by global member-based advisory company CEB has found.
The survey revealed that almost three-quarters (71%) believe the leaders in their company will not be able to adapt to major shifts in the market or economic environment. The reason cited by CEB is leaders being unable to collaborate effectively.
Great communicators are highly respected and trusted. To them, it is very important to first build relationships--both personal and professional--as a way to create successful communication. Great communicators appreciate all their relationships and all the interactions they have. They are successful people who become the go-to source for other people within an organization.
One of the advantages that great communicators have is the big opportunity to get promoted and recognized in their careers more frequently as a result of their great communication competencies. Below are five successful practices of great communicators:
I recently conducted a study of 56 randomly selected companies involved in major change and innovation efforts in the high-tech, retail, pharmaceutical, banking, automotive, insurance, energy, non-profit, and health care industries. Nearly 68% of these large-scale change and innovative efforts failed.And why middle managers make or break your company.The result was startling: Aside from the role of the senior executives, the most important determinant of success was the role of MLMs.
The debate about whether these earth-shaking leaders are born or made will continue to rumble on, not least because they’re so apparently rare. Then again, it often only takes one person at the top to kickstart an organisation into action.
It is nearly impossible to translate — let alone execute – a strategy that you don’t understand. Yet, according to Donald Sull’s research in the March issue of HBR, almost half of top executives cannot connect the dots between their company’s strategic priorities; and two out of three middle managers say they simply do not understand their strategic direction. McKinsey and Company reported similar findings from its Organizational Health Index as did Timothy Devinney at Australia’s University of Technology in a recent experiment. Taken together, this research points to the fact that most leaders just don’t get what their organizations are trying to do.As bleak as that sounds, leaders can avoid the problem by borrowing a technique from teachers: “compare and contrast.”
Talent, not capital, will be the key factor linking innovation, competitiveness and growth in the 21st century, and we must each understand better the global talent value chain. Better data and metrics are critical to this understanding. The Human Capital Index quantifies how countries are developing and deploying their human capital and tracks progress over time. This Report provides comprehensive information on the talent base in each country, including information on education levels of the employed, unemployed and the inactive members of the population as well as the specific qualifications of the latest entrants to the workforce.
The issue of leadership represents the most pressing challenge for global organizations. According to Deloitte’s Human Capital Survey, the vast majority of human resources and business leaders (86%) identified leadership as a significant problem and 50% saw this leadership deficit as immediately pressing.
What is leading to such dismal statistics? This paucity of leadership has myriad causes and some clear remedies. Problems include: The failure to integrate leadership development into the culture of the organization; insufficient and inconsistent investment in people; only allowing select employees to benefit from education and development programs; inadequate succession planning, especially for leaders in the middle to lower levels of the organization; programs focused on theory rather than practical examples; inadequate accountability and insufficient measurement of results.
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