Feeds:
Posts
Comments

Posts Tagged ‘leadership’

No-Drama LeadershipA lack of leadership results in problematic work behaviors, such as poor performance and absenteeism. Unless supervisors take responsibility for good workplace relationships, their companies’ cultures will suffer. The problems start when employees are promoted to leadership positions without the necessary skills and training, which can lead to workplace drama. In No-Drama Leadership, Marlene Chism presents a new model where everyone is a leader–from frontline employees to CEOs. This encourages people at all levels to learn from one another and become more aligned, aware, and accountable.

According to Chism:

  • Supervisors and managers are often the cause of poor employee performance, absenteeism, and turnover. In many cases, they are promoted into positions of responsibility without any leadership training.
  • Leaders must align their companies’ values with their own. Without alignment, they will lack awareness and accountability for the people they manage.
  • Self-awareness is a start, but leaders must also be aware of other people and cultures.
  • Responsible leaders take ownership of situations and are accountable for doing what is required.
  • Decisions are frequently made by leaders without regard for how they may impact others. Good leaders see both the short- and long-term impacts of their decisions.
  • Communication is important to any technical training a company may require. Without good communication skills, drama can result both inside and outside the company.
  • When employees have some control over, or at least an understanding of, the changes happening within their work environments, they are less inclined to resist them.
  • Enlightened leaders address issues immediately and correct course as needed, rather than hoping problems will simply go away.
  • Leaders must put time and effort into understanding their employees to ensure engagement happens in a positive way.

To learn more, please visit http://www.bizsum.com

Read Full Post »

How Great Leaders ThinkThe distinction between a great leader and one who suffers through a difficult, short tenure has much to do with how the person sees both the world and his or her organization. In How Great Leaders Think, Lee G. Bolman and Terrence E. Deal provide tales of successful leaders—including Lou Gerstner of IBM, Anne Mulcahy of Xerox, and Howard Schultz of Starbucks—to show how they brought new views to the organizations they led and were able to navigate the structure, people, politics, and culture of their companies. Great leaders use a variety of viewpoints, based on their personal histories, worldviews, and experiences, to see their organizations for what they really are and understand how they need to get to the next stage.

According to the authors:

  • Good leadership requires reframing. New leaders who step in with a narrow mind will not go far in their new roles. They need to be able to step back and see the organization from a variety of perspectives.
  • Adaptability is a common thread of great leaders. Executives who insist on their way or the highway, who do not adapt to the organization they are leading with all its quirks and cultural differences from places they have previously worked, will have short tenures.
  • The structure of an organization deserves significant attention. The social architecture of a business is a critical component and should be given its due.
  • Great leaders have self-awareness. Weak managers do not realize how they are perceived. They get caught in hypocrisy and believe no one is listening to them. If they were more aware of how they came across, they could adjust how they communicate and make more progress with those around them.
  • To be heard, leaders need to listen. By reaching out to employees and customers and hearing what they have to say, leaders can connect with the realities that are unique to the company and come up with helpful, practical recommendations.
  • Politics is not a bad thing. Building relationships and networking are critical activities for leaders who need to navigate their way around a company. They need allies to get projects done and to carry through strategies.
  • Employees look to their leaders for magic. Great leaders are able to tap into the core of the company culture and pull out surprises that appear like magic, although they actually are based on the leaders’ years of experience and well-crafted worldview.
  • Reframing takes practice. Leaders need to see the world they live in through various lenses, but that is something that takes time to learn and may require the help of others who can provide different perspectives.

To download three free summaries, please visit our site.

Read Full Post »

The Next Gen LeaderIn The Next Gen Leader, Robert C. McMillan argues that everyone is a leader and should be recognized as such if organizations are to succeed and excel in today’s dynamic, competitive marketplace. Acting as a leadership coach, McMillan provides a complete 6G Leadership System to enable emerging, aspiring, and executive leaders to maximize their potential and become transformational leaders. He identifies six generations of leadership and discusses the attitudes and states of mind that are required to operate successfully at each leadership level.

McMillan offers readers the following advice:

  • Despite different experiences and different career journeys, everyone can be a leader. The 6G Leadership System provides a tracking system to identify where people are and offers a pathway forward to enable people to become transformational leaders.
  • Leadership is a choice, not a position. Individuals should choose to lead, regardless of their positions in the hierarchy, and organizations should create environments where everyone is encouraged to lead.
  • To truly maximize leadership potential, people must first have universal balance in their lives. They can evaluate this balance and improve it by exploring six life applications, which assess faith, moral purpose, intellect, self-awareness, relationships, and wealth (financial and health).
  • Every aspiring leader needs to understand the Six Senses of Leadership (seeing, hearing, tasting, smelling, touching, and kinesthetic) are critical in order to become a leader of significance. These senses yield awareness that one is a leader, regardless of position, pay, or power.

To download three free summaries, please visit our site.

Read Full Post »

Leadership 2030In Leadership 2030, Georg Vielmetter and Yvonne Sell provide a road map of the broad trends that are reshaping markets, cultures, and companies. Based on research with the Hay Group, a global management consultancy, they offer insights into six megatrends: the shift of economic power to Asia, the escalating war for talent, environmental crisis, eroding customer and employee loyalty, the melding of private and working lives, and technological convergence. The authors show how these self-reinforcing trends demand enlightened leadership with the skills to engage an ever-widening circle of stakeholders. Gone are the days of the egocentric, alpha-male leadership. To survive the megatrend storm leaders will have to provide workers with greater autonomy while finding ways to respond to the unique needs of every customer.

Six big changes are afoot that will reshape the demands of leadership going forward:

  1. Globalization in the future will be more about power shifting to Asia than it has been in the past. The growing middle class in many developing nations will create new opportunities, but also challenges as multinationals try to serve highly localized markets.
  2. Climate change will drive resource scarcity, forcing leaders to fundamentally rethink their operations.
  3. Rising affluence will drive demand for customized products. Just as consumers seek out more individualized experiences, so too will employees whose work need not be restricted by time and place.
  4. The digital era will shift power to consumers and workers, away from traditional management structures. Already, the digital world is blurring the line between personal and professional lives, while increasing organizational transparency.
  5. The aging population will shrink the workforce and require leaders to cope with intergenerational workplaces.
  6. Several cutting-edge technologies will converge to open new markets. Nanotechnology and biotechnology especially will challenge leadership to invest in R&D programs and to respond effectively to societal worries.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: Leaders Make the Future, Leading from the Emerging Future, The Work of Leaders

 

Read Full Post »

94776685Peter Drucker is often considered to be the “father of modern management.” For decades, the great business thinker produced dozens of books, articles, and lectures providing groundbreaking insight on leadership and organizational success. In The Practical Drucker, William H. Cohen distills the wisdom from the vast body of Drucker’s work into 40 succinct truths. Cohen provides readers with the necessary guidelines and examples to use these 40 truths to solve people, management, marketing, innovation, and organizational problems.

Peter Drucker’s work has played an essential role in shaping modern management. While many leaders wish to integrate more of Drucker’s wisdom into their performances, it is difficult to know where to start. William H. Cohen extracted the following practical touch-points from Drucker’s extensive work:

  • The responsibility of a leader is to protect and inspire others. Drucker believed that it was a leader’s ethical duty to keep others from harm and that an organization’s success comes from a leader’s ability to inspire and encourage employees.
  • People have no limits. Drucker felt that all people have the potential for success as long as they work hard at developing themselves.
  • Avoid doing what generated success in the past to achieve success in the future. When organizations hold on to the old products and business tactics that once made them successful, they are unable to evolve with the changing times, and will eventually fail.
  • Good management requires leaders to take problems head on. Whether it is office politics or a pending organization-wide crisis, Drucker recommended that managers identify every problem they are faced with and take positive action immediately.
  • Only irrational marketers believe there are irrational customers. Drucker argued that marketers who label their customers as “irrational” because of their purchasing decisions do not understand what their customers value.
  • Some of the best innovation comes from “unexpected” circumstances. Drucker believed that strange events and trends were some of the best places for organizations to find innovation opportunities.
  • The purpose of a business is not to make a profit. Too many organizations focus on profit when they should be focusing on the true purpose of the business, which Drucker argued was to create customers.
  • The two most important organizational functions are marketing and innovation. Organizations must always be creating new products that customers actually want to buy.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: The Work of Leaders, The Crucibles of LeadershipWhy Should Anyone Be Led by You?

Read Full Post »

In Reinventing Management, Julian Birkinshaw offers alternative counterpoints to replace the traditional ways people approach management and business. Arguing that management “failed” after years of corruption and employee disenchantment, Birkinshaw presents compelling arguments for how management can be improved and updated for a new era of business. With a fresh perspective on management issues, such as communication, coordination, setting objectives, and motivating employees, Birkinshaw offers decision makers and corporate influencers an actionable guide for reinventing and reinvigorating management at companies both large and small.

Birkinshaw offers readers the following advice:

  • Management is defined as the act of getting people together in order to accomplish certain goals and objectives. However, that definition has become corrupted over the years, narrowing the scope of what management should be.
  • An enduring source of competitive advantage for companies is a novel business model. In addition, a novel management model can also keep a company strong.
  • The traditional way for coordinating work in a large company is bureaucracy, which is a more formalized structure. Alternatively, a company can use emergence to coordinate work. Emergence is spontaneous, and work is accomplished by parties working together as a matter of self-interest.
  • The traditional path for making and communicating decisions in a large organization is via hierarchy. The alternative path is collective wisdom, where aggregated expertise is valued more highly than the advice of one leader.
  • The traditional principle for goal setting in large companies is alignment, where all employees work toward a common goal. The alternative is obliquity, the idea that goals are best achieved when worked toward indirectly.
  • Traditionally, extrinsic motivators like money or threat of punishment were used to incentivize workers. The better alternative is intrinsic motivation, by which employers motivate workers with rewards that are inherent to the task itself.
  • There are four main models of management: Discovery, Planning, Quest, and Science. Selecting the right model is important for managers looking to improve their organizations.
  • Management model innovation is usually driven by three sets of people. These are mid-level change agents, top-level executives, and external partners, such as academics or consultants.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: Full Engagement!Bare Knuckle People ManagementManaging for People Who Hate Managing

Read Full Post »

Making Extraordinary Things Happen in AsiaMaking Extraordinary Things Happen in Asia showcases how The Five Practices of Exemplary Leadership formulated from research conducted by James M. Kouzes and Barry Z. Posner are being applied by Asian executives to transform how people work to generate great results. Real-life stories are shared about personal leadership practices from senior managers, many enrolled in the Executive MBA program at the Hong Kong University of Science and Technology. The emphasis is on how leaders set inspiring examples through their own behaviors and relationships with colleagues, employees, team members, and other constituents. The five exemplary practices are modeling the way with clear values, inspiring others with a shared vision, continually challenging existing processes to discover new opportunities, empowering others to act, and encouraging the heart through genuine appreciation of the work of others.

The authors inform readers that:

  • Each individual can be a leader and make a difference by modeling exemplary behavior based on values and developing strong relationships with constituents within an organization in order to make things happen.
  • Leadership can be learned because it manifests as an observable pattern of practices and behaviors and a definite set of skills and abilities.
  • The five practices of exemplary leadership are modeling the way, inspiring a shared vision, challenging existing processes, enabling others to act, and encouraging the heart.
  • Lead by the example of exemplary behaviors to show deep commitment to shared values.
  • Commitment from others cannot be forced through command but must come from inspiring others to enlist in a common vision.
  • Exemplary leaders search for opportunities to innovate, grow, and improve; they continually learn from failures and successes.
  • Leaders must foster collaboration and build trust by strengthening others. When people have the information, discretion, and authority to make extraordinary things happen, they will.
  • Exemplary leaders demonstrate genuine appreciation for individual excellence and seek to create a culture that celebrates values and victories.

To download three free summaries, please visit our site.

Related book summaries in the BBS library: The New Asian Hemisphere, China’s Management Revolution, China Versus the West

Read Full Post »

« Newer Posts - Older Posts »