The 10 Most Popular Leadership Stories Of 2014. Three Elements of Great Communication, According to Aristotle - Scott Edinger. By Scott Edinger | 9:00 AM January 17, 2013 In my nearly 20 years of work in organization development, I’ve never heard anyone say that a leader communicated too much or too well.
On the contrary, the most common improvement suggestion I’ve seen offered up on the thousands of 360 evaluations I’ve reviewed over the years is that it would be better if the subject in question learned to communicate more effectively. What makes someone a good communicator? Two Routes to Resilience. Photography: Aurélien Mole Artwork: Henrique Oliveira, Desnatureza, Galerie Vallois, Paris, 2011, plywood, 3.1 x 3.8 x 3.6 m Sooner or later, your company will probably need to transform itself in response to market shifts, groundbreaking technologies, or disruptive start-ups.
Some strategists suggest doing this quickly and aggressively, by making a clean break from the past and turning your firm into something entirely new. In our experience, though, organizations built for legacy markets rarely pull this off. It can take years for an innovative initiative to become large enough to replace the revenue an incumbent has lost to disruption.
What Makes a Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here.
In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill.
These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence. Welcome Doctoral Students in Educational Leadership! Q&A with Michael Porter and Jan Rivkin. An interview with Michael E.
Porter, Lawrence University Professor, and Jan W. Rivkin, Rauner professor of business administration and head of HBS’s strategy unit. Read the complete article, Can America Compete? (September-October 2012) Accelerate! Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption.
Any company that has made it past the start-up stage is optimized for efficiency rather than for strategic agility—the ability to capitalize on opportunities and dodge threats with speed and assurance. Can the U.S. compete? A discussion with Harvard Business School faculty members. Does the United States face insoluble economic challenges?
In the aftermath of the 2008 financial crisis and subsequent recession, growth has been sluggish—with unemployment devastating far too many Americans. Yet the real problem, obscured by this acute, cyclical downturn, may be a long-term erosion of competitiveness in a more challenging global economic era. For a third of a century after World War II, U.S. economic prowess was unquestioned. But as other nations prospered, America’s status came to seem less certain. That changing relative position attracted the interest of Harvard Business School (HBS) scholars.
The work proceeds from an encompassing definition of the purpose of business and economic activity: The United States is a competitive location to the extent that companies operating in the U.S. are able to compete successfully in the global economy while supporting high and rising living standards for the average American. How Do You Create A Culture Of Innovation? This is the third part in a series by Scott Anthony, author of The Little Black Book Of Innovation.
It sounds so seductive: a “culture of innovation.” The three words immediately conjure up images of innovation savants like 3M, Pixar, Apple, and Google--the sorts of places where innovation isn’t an unnatural act, but part of the very fabric of a company. 6 Leadership Styles, And When You Should Use Them. You don’t need an MP3 player, a turntable, or a CD player to listen to Tristan Perich’s new album, Noise Patterns.
All you need is a pair of headphones—"not earbuds," says the composer—and a willingness to hear music in noise. The 34-year-old Perich’s compositions push the border between white noise and electronic music, frequently straddling the two as if the static on your old television started emitting a strangely beautiful pattern of sound. But Perich doesn’t just compose music: His music is the instrument itself. Learning Charisma. Jana stands at the podium, palms sweaty, looking out at hundreds of colleagues who are waiting to hear about her new initiative.
Bill walks into a meeting after a failed product launch to greet an exhausted and demotivated team that desperately needs his direction. Robin gets ready to confront a brilliant but underperforming subordinate who needs to be put back on track.