The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.
At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.
Last week, JPMorgan Chase issued a corporate governance document called “How We Do Business.” Signed by CEO Jamie Dimon, it is a response to a request by shareholders (led by the The Sisters of Charity of Saint Elizabeth) concerning the $26 billion in fines, settlements and legal costs that JPMorgan has had to pay for recent wrongdoing. The elegantly written statement is full of high-sounding language about ethics, values and standards. But when push comes to shove, it’s still business as usual at JPMorgan.
The changing global brandscape is indeed a double-edged sword. It confers unheard of opportunities on companies while at the same time bringing in hitherto unheard of challenges. Top executives and CEOs should actively manage such a volatile environment by following some fundamental features of any corporate strategy
Was there ever a time that was more uncertain than today? Are leaders prepared to manage change in ways that strengthen the teams around them?
Leadership is about taking the initiative to do the things others would rather avoid doing – and about allowing risk to be your best friend. Leaders make those around them better by being wise enough to anticipate the unexpected and by being accountable to take action all the way through to the end. They know how to help their teams tackle change hea
For years I’ve been working on helping companies to see how work, home, community, and self (mind, body, and spirit) can be mutually reinforcing; this is the “four-way wins” approach I describe in Total Leadership. I often encounter skepticism, but some companies get it. My experience with Target should bolster anyone’s case that you can be a committed A-player executive, a good parent, an attentive spouse, a healthy person with time for hobbies — yes, hobbies! — and a community life.
One of the most common and destructive daily habits that people get caught up in certainly must be the habit of worrying. It has been one of my biggest issues. And I know from my inbox that so many struggle with this.
There is so much attention being paid today on how to embrace change. But management expert Gary Hamel, the bestselling author of What Matters Now, says that leaders need to understand that change itself has changed. Grasping the evolution of change will prepare leaders to anticipate shifts and the unstoppable innovations that drive them.
After spending 13 years as a Navy SEAL, I learned a couple things about leadership from my own mistakes and others’; about what to do, what not to do, and how to squeeze out another ounce of value when you think you’re tapped.
““All the money in the world, all the research and development resources in the world aren’t really worth a hoot, without innovative leadership. Money does not follow ideas; it follows leaders,” said Forbes Contributor Henry Doss in his recent post...”
When does the future of work begin?Time in the digital era is no longer linear but disembodied and associative. The past is not something behind us on the timeline but dispersed through the sea of information. Like a digital unconscious, the raw data sits forgotten unless accessed by a program in the future. Everything is recorded, yet almost none of it feels truly accessible. — Douglas Rushkoff, Present ShockWhen does the past stop and the future begin? What about that void, that in-between, we
The following post is a guestpost by Walter Chen, founder of a unique new project management tool IDoneThis. More about Walter at the bottom of the post. Ever go through a phase where you feel like every day is a Monday? You wake up, you hit snooze. Then you hit snooze again and you just don’t feel it? Yes, I know that negative emotions can eat away at my productivity, creativity, decision-making skills. And yet, I have to admit that sometimes it’s really difficult ...