MennoMolendijk
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Rescooped by Menno Molendijk from digitalNow
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 In the Absence of Clarity There is No Accountability

A leader’s number one job is to create clarity in their organization. Lack of clarity leads to lack of accountability and ultimately frustration and conflict.

As much as we’d like to think we aren’t, humans are animals. Social animals. In the wild social animals are led by an alpha who provides guidance (usually in the form of violence) on what is acceptable behavior in the pack.

Animals also have no capacity to process language so all of their clues about what is acceptable and how to be accountable come from the alpha’s behavior.

When an alpha (in the wild or in business) is unclear about the behavior that is acceptable and/or the consequences for not showing the right behaviors, the animals in their group will demonstrate the behaviors that they believe the alpha wants. If the alpha doesn’t punish or correct those behaviors, their group members will continue doing those activities until their alpha erupts with frustration, which they caused.

With humans, our team members filter the behaviors they believe their leader wants from them through the filter of their hopes, dreams, fears, and comfort zone. A recurring theme in my coaching sessions with the leaders I work with is “why aren’t my people doing (behavior expected)?!” The answer is usually “because they didn’t know you wanted them to do that and that behavior is outside their current comfort zone.”

Via Don Dea
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Rescooped by Menno Molendijk from Leading Schools
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The Spacing Effect: How to Improve Learning and Maximize Retention

The Spacing Effect: How to Improve Learning and Maximize Retention | MennoMolendijk | Scoop.it
The most important metaskill you can learn is how to learn. Learning allows you to adapt. As Darwin hinted, it’s not the strongest who survives. It’s the one who easily adapts to a changing environment. Learning how to learn is a part of a “work smarter, not harder” approach to life—one that probabilistically helps you avoid becoming irrelevant. Your time is precious, and you don’t want to waste it on something which will just be forgotten.

During the school years, most of us got used to spending hours at a time memorizing facts, equations, the names of the elements, French verbs, dates of key historical events. We found ourselves frantically cramming the night before a test. We probably read through our notes over and over, a gallon of coffee in hand, in the hope that the information would somehow lodge in our brains. Once the test was over, we doubtless forgot everything straight away.1

Via Mel Riddile
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9 Things Leaders Must Do To Create A Transformation

9 Things Leaders Must Do To Create A Transformation | MennoMolendijk | Scoop.it
By Supriya Desai Many high performing senior managers, leaders and executives find themselves at some point in their careers faced with the challenge of leading a strategically critical, highly visible transformation program. The company needs to move in a new direction, a start-up must professionalize, product and service innovations must be [...]
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The irrational side of change management | McKinsey & Company

The irrational side of change management | McKinsey & Company | MennoMolendijk | Scoop.it
Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. A McKinsey Quarterly article.
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Why Businesses Must Stand Up for What They Believe

Why Businesses Must Stand Up for What They Believe | MennoMolendijk | Scoop.it

According to business owner, designer and author Brian Sooy, a business must know what it stands for to make a difference. In this episode of Work That Matters, Brian Sooy explains what the elements are to be a business that is clear on what it stands for - what it’s cause is.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, July 15, 2014 6:03 AM

Interview Topics:

  • Communicating your cause to create alignment
  • Aligning your communications to your business’s calling
  • Reconnecting with your business’s mission
  • The four personalities of a cause


Additional Resources

  • The 2014 Deloitte Core Beliefs & Culture survey also found that focusing on purpose rather than profits builds business confidence and drives investment. You can read more about the survey here
  • In the May 2014 edition of Harvard Business Review Nick Craig and Scott Snook wrote this brilliant article: From Purpose to Impact.
  • In the spring edition 2014 of MIT Sloan Management Review Julian Birkinshaw, Nicolai J. Foss and Siegwart Lindenberg wrote this excellent article: Combining Purpose With Profits.
  • In the January 2011 edition of Harvard Business Review Michael Porter and Mark Kramer wrote this important article: Creating shared value


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Stanford study finds walking improves creativity

Stanford study finds walking improves creativity | MennoMolendijk | Scoop.it
Stanford researchers found that walking boosts creative inspiration. They examined creativity levels of people while they walked versus while they sat. A person's creative output increased by an average of 60 percent when walking.
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Rescooped by Menno Molendijk from The Daily Leadership Scoop
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The 9 components of Social Leadership

The 9 components of Social Leadership | MennoMolendijk | Scoop.it
The journey towards Social Leadership takes us through nine stages: we CURATE our space, choosing the stage we will perform from. We develop our STORYTELLING skills, learning how to structure the n...

Via Bobby Dillard
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Sílvia Dias's curator insight, March 12, 2014 3:17 AM

adicionar a sua visão ...

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Anti Hero - We Need a Revolution in Leadership

We need a revolution in leadership. Watch the ANTI HERO video.
Via Kenneth Mikkelsen
Menno Molendijk's insight:
Transformative learning leads to transformation. Where do you stand?
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The Innovation of Loneliness

What is the connection between Social Networks and Being Lonely? Inspired and Based on the wonderful book by Sherry Turkle - Alone Together. Also Based on Dr.…
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Study: In business, women value ethics more than men

Study: In business, women value ethics more than men | MennoMolendijk | Scoop.it
Women are less ready to compromise their ethics in pursuit of success at work, a recent study has suggested.
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Rescooped by Menno Molendijk from Knowledge Broker
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Life In The "Digital Now"

One year ago, Abha Dawesar was living in blacked-out Manhattan post-Sandy, scrounging for power to connect. As a novelist, she was struck by this metaphor: Have our lives now become fixated on the drive to digitally connect, while we miss out on what's real?


Via Kenneth Mikkelsen
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Why Organizations Fail

Why Organizations Fail | MennoMolendijk | Scoop.it

We've fostered generations of managers with robust analytical skills and poor social skills, and we don’t seem to think that matters.


Via Kenneth Mikkelsen
Menno Molendijk's insight:

Interestering article, creating consiousness yet again highlighted from an individual angle. When does the collective and its multiplier come in play? Because you know: We are all one. 

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Deborah Lange's curator insight, November 13, 2013 4:08 AM

Great article, but so dis-appointing that there are people like me who have been working in this area and saying this for as long as my career. Just shows how pervasive hierarhical, rational, logical, thinking is in our socity. On the other hand, exciting and dare I say it "delicious" as there is so much work out there. So, if you are ready to open up to a whole new world, contact me!

Cath Daley's curator insight, November 28, 2013 9:44 AM

Some of our long-held beliefs about human motivation may be wrong....

Cath Daley's curator insight, December 12, 2013 7:09 AM

and it really all comes down to the ability to be flexible with your communication so that you can interact with evryone in a way that reduces conflict and increases buy in.

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Managers, 80% of your workforce say workplace culture has to change | Business Insider

Managers, 80% of your workforce say workplace culture has to change | Business Insider | MennoMolendijk | Scoop.it
Milton Friedman and business schools all over the planet taught us that companies and corporations were nothing more than profit maximising vehicles for the benefit of shareholders. That ethos built the culture on which modern business practices and capitalism now rests.
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The Gold Mine Effect - How to find undervalued talent - YouTube

For six months Rasmus Ankersen (www.rasmusankersen.com) has travelled around the world to crack the secrets of the world's best performance hotbeds. In this ...
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Menno Molendijk Leiderschap/ Leadership

Menno Molendijk is change strategist and business coach. Since early childhood, he is fascinated by his own and other people's behaviour. He coaches leaders ...
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The Most Important Leadership Behavior That Builds Trust (and 3 ways to demonstrate it)

The Most Important Leadership Behavior That Builds Trust (and 3 ways to demonstrate it) | MennoMolendijk | Scoop.it
Last week I conducted a webinar on the Four Leadership Behaviors That Build or Destroy Trust. During the session I asked the participants to select one of four leadership behaviors that influenced ...
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To Create Change, Leadership Is More Important Than Authority

To Create Change, Leadership Is More Important Than Authority | MennoMolendijk | Scoop.it
And you can't rely on the facts to make your case, either.
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Why Leadership-Development Programs Fail

Why Leadership-Development Programs Fail | MennoMolendijk | Scoop.it

Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale. 

 


Via Kenneth Mikkelsen
Menno Molendijk's insight:

Great article! An acknowledgement of our experience and customer dedication. Want to change? Apply the underlying rules. 

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Kenneth Mikkelsen's curator insight, April 3, 2014 8:52 AM

The four common mistakes are:


1. Overlooking context

Context is a critical component of successful leadership. A brilliant leader in one situation does not necessarily perform well in another. Academic studies have shown this, and our experience bears it out.


2. Decoupling reflection from real work

When it comes to planning the program’s curriculum, companies face a delicate balancing act. On the one hand, there is value in off-site programs (many in university-like settings) that offer participants time to step back and escape the pressing demands of a day job. On the other hand, even after very basic training sessions, adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing.


3. Underestimating mind-sets

Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mind-sets, too often these organizations are reluctant to address the root causes of why leaders act the way they do.


4. Failing to measure results

We frequently find that companies pay lip service to the importance of developing leadership skills but have no evidence to quantify the value of their investment. When businesses fail to track and measure changes in leadership performance over time, they increase the odds that improvement initiatives won’t be taken seriously.


Jerry Busone's curator insight, April 15, 2014 9:54 AM

Overall this Quote says it all,"Embedding leadership development in real work; fearlessly investigating the mind-sets that underpin behavior; and monitoring the impact so as to make improvements over time." I believe my group is on track.

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The hidden value of organizational health - and how to capture it

The hidden value of organizational health - and how to capture it | MennoMolendijk | Scoop.it

Sustained organizational health is among the most powerful assets a company can build. Healthy companies generate total returns to shareholders three times higher than those of unhealthy ones.

 

New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.


Via Kenneth Mikkelsen
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Why Hiring Managers Should be Personality Tested, Not Candidates

Why Hiring Managers Should be Personality Tested, Not Candidates | MennoMolendijk | Scoop.it
About 30 years ago, I took my first Myers-Briggs Type Indicator test. I had just started out as a recruiter and one of my clients required all final candidates to take the exam before an offer was
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Lessons In Leadership: It's Not About You. (It's About Them)

Lessons In Leadership: It's Not About You. (It's About Them) | MennoMolendijk | Scoop.it

Harvard's Ronald Heifetz urges heads-of-state to think less like surgeons, more like psychiatrists.


Via Bobby Dillard, Kenneth Mikkelsen
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The Paradigm Shift: 4 Goals Of 21st Century Learning

The Paradigm Shift: 4 Goals Of 21st Century Learning | MennoMolendijk | Scoop.it
The Paradigm Shift: 4 Goals Of 21st Century Learning
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Rescooped by Menno Molendijk from Technology and Leadership in Education
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Theories of Learning. Connectivism: A new type of learning for the digital age

Theories of Learning. Connectivism: A new type of learning for the digital age | MennoMolendijk | Scoop.it
Theories of Learning. Connectivism: A new type of learning for the digital age
Via Dr. Susan Bainbridge, John Shank, Anna Hu
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Rescooped by Menno Molendijk from #BetterLeadership
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5 Signs Your Leadership Style Is Outdated

5 Signs Your Leadership Style Is Outdated | MennoMolendijk | Scoop.it

Many leaders in the workplace have lost their competitive edge. They lack the substance that is required to be an effective and sustainable leader.


Via Anne Egros, AlGonzalezinfo
Menno Molendijk's insight:

Stay in tune. With the people around you. And yourself. 

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Anne Egros's curator insight, October 28, 2013 2:25 PM

Technology is spreading new ideas globally and so fast that knowledge is not anymore the advantage of leaders.

 

Knowledge is free but inspiring others comes with a cost: you must re-invent yourself to stay attuned with changes around you. 

 

Never before, we have seen three generation of leaders in the same workplace. The 20-30 challenge up the 35-45 and the late baby boomers 50+ may not be able to satisfy the needs of those who are changing the world around them.

 

Making bad decisions? You may have become so arrogant and blinded by your past success that you don't have the humility to listen to your team members. 

 

When is the last time you took time to think about your impact as a leader? Did you ask for feedback from bottom-up? Are you interested only in your own career advancement? 

 

Asking questions is more powerful than giving answers, do you know how to mentor and coach others around you so they enjoy what they do and don't call it work?

AlGonzalezinfo's curator insight, October 28, 2013 7:59 PM

Great scoop and fantastic insight Anne!  I have seen some senior leaders put in great efforts to update their leadership.  It is great to see!