Strategy & Leadership
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What are the critical knowledge and skills for a team leader? Team diagnostic knowledge and skills – observing and understanding team dynamics and team development Team leadership and intervention – knowing how and when to respond to the team, given the team’s stage of development Interpersonal and team skills – establishing effective team processes in the areas of alignment, decision making, communication, problem solving, conflict management, performance measures, values and norms An effective team leader will Create a positive climate with a shared vision Help develop a set of principles Liaise between the team and upper management Encourage team member growth Be fair Be supportive Give direction where needed.
The Leadership Development Certificate Program (LDCP) will guide you to successfully develop leadership development programs to lead sustainable change and develop high potential leaders in your organization. You will learn how to plan, design, and implement a program to support leaders to achieve greater success. This LDCP Certificate Program focuses the processes needed to develop leaders in their current role and future roles.
leadership and strategy
The strategies are as follows. a. Control By Directive — create and enforce more rules. This is an old tactic closely associated with authoritarian or directive leadership style — it is dependent upon the strict use of the chain-of-command for enforcement.
A Hardnosed Sub-Culture "Hardnosed" may be too kind of a term for those workers whose uncompromising obstructionism often place people, property and the environment at unacceptable risk. Safety and risk control managers use a more crude expression — jerks. Even cruder? Unprintable here. Politely, they are labeled stubborn or change-resistant. Universally, they are acknowledged as the single greatest threat to the success of risk and safety management programs.
Capitalize On Dysfunction One word points us down the right path. It keeps cropping up [five times above]. The word is dysfunctional. There's a reason it is our key word. Dysfunction brings with it opportunity. The same weaknesses that define dysfunctional workers are the ones that open the door for us to help them personally and to improve the cooperative nature of the entire workforce.
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You're the CEO of your company. But do you look and act like a leader? Here are five ways to get started.
Barbara Kellerman has every right to be mad as hell. Indeed, as you’ll see below, she is not being the least bit intemperate when she claims that our leaders have failed us of late. And she isn’t just talking about Ken Lay, Donald Rumsfeld, and others of their sorry ilk whose egregious behavior generated headlines about corporate bankruptcy and needless wars. She cites a recent poll showing that only 7 percent of all employees trust their leaders. Kellerman’s main point is that those of us in the education racket deserve a full share of blame for this state of affairs. With a few notable exceptions, we’ve failed to recognize or acknowledge that the enterprise in which we are engaged is about as effective as faith healing.
What do McKinsey, BCG, and Bain all have in common? Other than being the employer of choice for hundreds of thousands of CIBs, they are also strategy consulting firms. It’s their focus on strategy that separates them from KPMG (operations and finance), Accenture (IT consulting primarily) and numerous other firms. Given this focus on strategy is such a key differentiator; I’m surprised how infrequently I’m asked just what is strategy? I’ll start by saying most everyone think they know what strategy is (including most MBAs and nearly all of your senior clients).
by Vikram Mansharamani | 10:53 AM June 4, 2012 We have become a society of specialists. Business thinkers point to "domain expertise" as an enduring source of advantage in today's competitive environment.
Anything we’re trying to make happen as a leader involves other people, and the fact is, most people don’t have to follow us. They don’t have to believe in our great ideas, buy our great products, or do what we want them to do. Even when we have authority--as parents of teenagers will tell you--our power doesn’t go very far without others believing that what we want them to do is in their best interests.
by Scott Edinger | 11:30 AM March 29, 2012 If I had to pick one skill for the majority of leaders I work with to improve, it would be assertiveness. Not because being assertive is such a wonderful trait in and of itself. Rather, because of its power to magnify so many other leadership strengths.
The best problem solvers see a complex problem through multiple lenses. Here's how to become a better strategic thinker and leader yourself. Flickr 2,199 in Share Connect with Evernote:
You're the boss, but you still spend too much time on the day-to-day. Here's how to become the strategic leader your company needs. shutterstock images 359 in Share
The question “What is strategy?” has spurred numerous doctoral dissertations, countless hours of research, and hearty disagreement among serious management thinkers. Perhaps this is why many executives also struggle with it.
Title: Shaped by Booms and Busts: How the Economy Impacts CEO Careers and Management Style Author: Antoinette Schoar and Luo Zuo (both MIT Sloan School of Management) Publisher: National Bureau of Economic Research Working Paper No. 17590