Change Leadership
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Change Leadership
Change what must be changed - Systems, attitudes and behavior
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Führung: So motivieren Sie richtig - Harvard Business Manager

Führung: So motivieren Sie richtig - Harvard Business Manager | Change Leadership | Scoop.it
Erschreckend viele Arbeitnehmer sind frustriert in ihrem Job. Manager können daran etwas ändern. Mit diesen Regeln sorgen Sie für ein gutes Arbeitsklima. 
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Protestkultur: Endlich ist alles schwindlig - Feuilleton - FAZ

Protestkultur: Endlich ist alles schwindlig - Feuilleton - FAZ | Change Leadership | Scoop.it
Der heroische Anführer steht auf der Liste der bedrohten Arten: Proteste organisieren sich heute ohne ihn. Wer sie verstehen will, muss sich an die Sache...
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5 Ways Leaders Must Get their Hands Dirty in 2012 - Forbes

5 Ways Leaders Must Get their Hands Dirty in 2012 - Forbes | Change Leadership | Scoop.it

"The future of American enterprise is heavily dependent upon the mindset, motivation and desire of its leaders. Whether you are a front line manager, director, executive or in the c-suite – 2012 is a defining year ........"

C Seidl: This applies to business leaders and politicians all around the world

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Blog: Die Angst vor unbequemen Wahrheiten - Harvard Business Manager

Blog: Die Angst vor unbequemen Wahrheiten - Harvard Business Manager | Change Leadership | Scoop.it
Viele Manager scheuen sich davor die eigene Unternehmenskultur selbstkritisch zu überprüfen. Damit vertun sie eine wichtige Chance. Diskutieren Sie mit.
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5 Reasons People Resist Change

5 Reasons People Resist Change | Change Leadership | Scoop.it

Are you leading change? Smart people will resist your change initiatives for some good and valid reasons. Here are some practical solutions. 


Via Bob Corlett
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Why women abandon the C suite — and how to get them back

Why women abandon the C suite — and how to get them back | Change Leadership | Scoop.it

Although women have made much progress in reaching the leadership levels of business, such progress is disappointing and stalled.
Why is this such a stubborn issue? Why aren’t more women maki...


Via YSC Online
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Cautionary Change Leader Tales: Seven Habits of Spectacularly Unsuccessful Executives | Forbes

Cautionary Change Leader Tales:  Seven Habits of Spectacularly Unsuccessful Executives | Forbes | Change Leadership | Scoop.it

Sydney Finkelstein, the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth College, published “Why Smart Executives Fail” 8 years ago.


In it, he shared some of his research on what over 50 former high-flying companies – like Enron, Tyco, WorldCom, Rubbermaid, and Schwinn – did to become complete failures. It turns out that the senior executives at the companies all had 7 Habits in common. Finkelstein calls them the Seven Habits of Spectacularly Unsuccessful Executives.

.............

 

They are also cautionary tales for currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).

 

Consider the change implications and hubris of these traits:

 

Habit # 1: They see themselves and their companies as dominating their environment    


Habit #2: They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests

 

Habit #3: They think they have all the answers

 

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them


.............. 


Via Deb Nystrom, REVELN
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BundestagTV, Peter Kruse - Revolutionäre Netze durch kollektive Bewegungen 3:33min

Prof. Kruse - Wie immer wundervoll bissig. Das Internet als Chance im Sinne notwendiger Veränderung ... sofern diese Chance erkannt wird.

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How Change Management and Emotional Change Curve Models Help Your Project

How Change Management and Emotional Change Curve Models Help Your Project | Change Leadership | Scoop.it

The blog author list six fundamental change management models and suggests that project managers start by finding out what model is used within your organizations now.


He also suggests SARA: Shock, Anger, Rejection and Acceptance - from Kubler Ross, tied to an adapted Emotional Change Curve model.


Via Deb Nystrom, REVELN
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