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To Lead You Must Serve. HBR's 10 Must Reads Series Boxed Set (6 Books) This pricing is for PDFs that are purchased and downloaded from our website and printed copies that ship from our warehouse to your requested shipping location. 1-4 = $8.95 each 5-10 = $8.75 each 11-49 = $8.50 each 50-499 = $8.25 each 500+ = $8.00 each Note: Quantity pricing discounts will be reflected at Checkout, prior to submitting your order. 1-4 = $6.00 each 5-10 = $5.85 each 11-49 = $5.70 each 50-499 = $5.50 each 500+ = $5.00 each 1-4 = $5.00 each 5-10 = $4.85 each 11-49 = $4.70 each 50-499 = $4.50 each 500+ = $4.00 each 1-9 = $4.50 each 10-49 = $4.00 each 50-499 = $3.50 each 500+ Contact Customer Service 1-9 = $9.50 each 10-49 = $8.50 each 50-499 = $7.50 each 500+ Contact Customer Service This pricing is for Books & Ebooks that are purchased and downloaded from our website and printed copies that ship from our warehouse to your requested shipping location.

Visa and Mastercard Click here. Toolkit: The CIO's First 100 Days. Already have a Gartner account? Sign in to view this research document. Forgot username or password? Not a Gartner Client? Want more research like this? Learn the benefits of becoming a Gartner client. contact us online Summary Whether you are applying for a CIO position, are just moving into the role, or are re-evaluating your current role, you only get one chance to create the right impression, build your credibility and gain the trust of your peers, team, customers and boss. Table of Contents © 2015 Gartner, Inc. and/or its Affiliates. Free Research Discover what 12,000 CIOs and Senior IT leaders already know.

Free Access Research More 13 July 2015 The Art of the One-Page Strategy Strategy can be an art or a science. Webinars More Why Gartner Gartner delivers the technology-related insight you need to make the right decisions, every day. Find out more. 8 Books Every IT Leader Should Read This Year. What you know often dictates what you do. That's particularly true when it comes to IT leadership. Without clear knowledge of how the latest encryption technologies can help your company withstand a hacker attack, a CIO can't prepare for the worst. When handling employee performance issues across an entire department, knowing the latest strategies can help improve employee retention.

What you know about leadership can help you act in a way that pushes a company forward, too. To Lead You Must Serve. How to Refocus a Meeting After Someone Interrupts. You did everything you were supposed to do: Invited all the right people, sent out an agenda in advance, and got everyone’s agreement on the process. Despite your diligence, your meeting is being hijacked. How should you handle a persistent interrupter? Will it work to just ignore the person? And how can you get the meeting back on track? What the Experts Say Whether it’s a team member who disagrees with your approach, an employee from another department who brings up irrelevant information, or a colleague who wants to use your meeting as a soapbox for his own personal agenda, dealing with interrupters during a meeting is challenging.

“It’s the workplace equivalent of having someone steal the parking spot you were aiming for or jumping ahead of you in the line at the grocery store,” says Judith White, visiting associate professor at the Tuck School of Business. Stay calm When someone interrupts or challenges you in a meeting, it’s important to respond in “a leaderly way,” says White. Sign Up. 5 keys to effective project meetings. Today we will look at five key practices to adhere to in order to make sure you are never that person running an inefficient meeting. Sticking to these practices will help make sure you have great meetings that are well attended because you have an awesome reputation for conducting only meaningful and well led meetings that people leave feeling smarter than when they went in. Send out an advance agenda.

Do yourself and your attendees a huge favor -- send out an agenda in advance. It doesn't have to be fully detailed. It doesn't even have to be the final version. Start promptly. Never cancel. End on time. Stay on topic. Meeting best practices These are all logical practices for carrying out good meetings. One more note – while it sounds nice to be the person who brings treats to meetings, don’t do it. Millennials Want to Be Coached at Work. Imagine showing up to play an important college basketball game on a fabled rival’s home court, only to find you’ve forgotten your shoes. Now consider what to expect from your coach, after losing the game. A royal chewing out for not having your head in the game? The cold shoulder? Worse? Neither, according to NBA hall-of-famer Grant Hill, as he recalls the incident. His coach was Mike Krzyzewski of Duke, affectionately known as “Coach K,” and the winner of over 1,000 games, including the 1992 Olympic gold medal.

The young people in your office aren’t so very different from the young Grant Hill at Duke. Our subsequent conversations with hundreds of Millennials made it clear that what they want most from their managers isn’t more managerial direction, per se, but more help with their own personal development. Inspire me. When was the last time you experienced that level of motivation and inspiration from your manager, or the last time you created that experience for someone else? Good Employees make mistakes. Hitting The Intergenerational Sweet Spot - Monique Valcour. There’s no hotter topic in human resource management at present than how to manage Millennials (aka Generation Y), the age 30-and-under members of the workforce. Millennials are the “kids nowadays!” That managers from previous generations fret about. Typical challenges older people experience in working with Millennials surfaced during a conversation I recently had with a group of executives.

For example: “I used to be able to give an order to a young employee and expect it to be carried out at once. Now I have to spend 20 minutes explaining why it’s important.” The stereotype Millennials get tagged with goes like this: they are a generation of smartphone addicts who live for feedback and praise, lack appropriate deference, feel entitled to rapid advancement but are unwilling to “pay their dues,” prioritize personal life and work-life balance over employers’ needs, and think they should be able to work wherever, whenever, and however they want. What Losing My Job Taught Me About Leading - Douglas R. Conant. By Douglas R. Conant | 8:00 AM March 18, 2013 It was the spring of 1984.

I remember the day as if it were yesterday. It was a beautiful morning on Boston’s North Shore and I could smell the sea air as I drove to my job as the Director of Marketing for The Parker Brothers Toy and Game Company. When I arrived, I was greeted by the Acting Vice President of Marketing and asked to step into his office. Our company had recently changed ownership and things had been a little chaotic, but I still felt good about my ability to contribute. Fortunately, the new owners had set me up with a fabulous outplacement person, Neil MacKenna. First, I learned the power of connecting with people by being fully present — in every moment. Too many leaders are so caught up in the momentum of work that they lose sight of the opportunity to connect with people.

He “honored” me with his time, his attention, his insight and his energy. And when someone does help you, acknowledge it. Six tactics of natural leaders. In this week's Leadership Blog, our coach John M McKee shares six tactics you can use to move up the ladder more quickly. Ever notice that some people seem to be "natural leaders"? For them, leadership is like wearing clothes that were custom-made. But most people struggle with the role of leader. The "fit" isn't comfortable. It shows in their actions, their results and, ultimately, in their careers. Natural leaders share a secret: They recognize that they need to adjust every time they get new assignments or additional responsibilities.

Here are six tactics you can use to improve your career success while building a reputation as a "natural leader": 1. Here's to your future! John Executive leadership coach. The 3 Step Triple Threat: The courage to say it out loud. Step #2 of The 3 Step Triple Threat… Ask, Announce, Act (Repeat) (Part 3 of 4) Step #2: ANNOUNCE How many times have you promised yourself you’ll exercise today, start your diet tomorrow, finish writing that marketing plan by Friday (okay, that’s mine), only to “run out of time” and fail to keep your promise to yourself? Now, how often do you make a business appointment with a client and fail to show up? If money matters you will further increase the likelihood you will set and achieve your goals when you have a financial skin in the game. What do you think happened? Step #2: Announce publicly what you are working on and your specific plans to improve.

If you aren’t yet ready to pick up the megaphone and make the public announcement, find a mentor, good friend or executive coach you can trust who will be honest with you yet who does not have anything to gain or lose by your action (or inaction). Who will you ask to hold your feet to the fire? Stay tuned for the “how to” for Step #3: ACT. The Joy of Leadership. How is your joy of leadership? How do you know? As you read those questions, a third question may arise – What does joy have to do with it? My answer is “everything!” When you think about leading a team, initiative, or organization, does it bring an inner sense of confidence and joy? The answer, I believe, should be “yes, if you are in the right role and have the right approach.” Leadership is a set of principles and values that are exemplified through your actions. There is a certain centeredness required to deliver an expression of joy in how you lead. On the other side, if you are leading in a way that just doesn’t fit right with your inner values and principles, then you may be reluctant to act and interact with others.

Now, you may think you are leading in a good, centered way, yet you may not have developed the right leadership principles and values. You may think the joy of your approach is shining through. Expressions to be aware of may be: We live in challenging times. Best Leadership Books of 2011. WE HAVE more recorded information about leadership now than at any other time in history.

Most of it deals with the surface turbulence, which is important but not complete. In all of this information there is the sense too, that perhaps we have lost the wisdom we need and that maybe some new thing will help us to avoid what we already know and don’t want to do. For the most part, it’s still business-as-usual within the same framework—control. It’s hard to give up fundamental beliefs even though they really aren’t working for us anymore. These books speak to our need to rethink our core thinking, beliefs and motivations—to do the uncomfortable. We could all benefit from daily reflection. Consider: Harnessing the Power of Reflective Thinking In Your Organization by Daniel Patrick Forrester From Values to Action: The Four Principles of Values-Based Leadership by Harry M. Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All by Jim Collins and Morten Hansen. If You're Not Micromanaging, You're Not Leading - Michael Schrage. By Michael Schrage | 11:45 AM May 23, 2012 The single most revealing moment in the coverage of JPMorgan’s multibillion dollar debacle can be found in this take-your-breath-away passage from The Wall Street Journal: On April 30, associates who were gathered in a conference room handed Mr.

Dimon summaries and analyses of the losses. But there were no details about the trades themselves. “I want to see the positions!” Only when he saw the actual trades — the raw data — did Dimon realize the full magnitude of his company’s situation. Dimon (whom I’ve met and admire enormously) acknowledges he was too complacent. At one global telecommunications giant, for example, a critical network software upgrade was not only slipping further behind schedule, but the bug density was slowly creeping up, as well. There’s both a cultural and personal difference between this kind of micromanagement and being a control freak. How Real Leaders Demonstrate Accountability. Everyone wants to be a leader. However, few are prepared to accept the accountability that goes with it. But you can’t have one without the other. They are two sides of the same coin.

President Harry Truman, “The Buck Stops Here” But what does accountability look like? First and foremost, it means that you accept responsibility for the outcomes expected of you—both good and bad. You don’t blame others. Until you take responsibility, you are a victim. Victims are passive. When I was the CEO of Thomas Nelson, we held a meeting once a month with our divisional leaders. They submitted their reports to my Executive Leadership Team. These reports provided a summary of what happened and a review of the key metrics that drove the business. We asked, “What was it about your leadership that produced these results?”

I remember one month when Allen Arnold did a particularly good job of this in his report. By way of background, Allen leads the Thomas Nelson Fiction division. BP's Tony Hayward and the Failure of Leadership Accountability - Rosabeth Moss Kanter. By Rosabeth Moss Kanter | 10:29 AM June 7, 2010 BP doesn’t need an engineer at the helm. It needs a leader. Of course engineers matter, when the task is stemming damage from the largest oil spill in U.S. history. BP needs all the talent it can get. But BP must also clean up an organizational and cultural mess. A true leader faces facts, presents a situation fully to all stakeholders, and models accountability. About a week after the April 20 explosion, Hayward was quoted in the New York Times as asking his executive team, “What the hell did we do to deserve this?” Mr. Though Hayward has received public support from the chairman and top managers, we can guess that they’ve already privately conferred about a successor — unless the board is asleep at the switch.

A company can outsource the work but not the responsibility for it. Lapses seem to have been everywhere; e.g., in preparedness, alert systems, communication, and worst case scenario plans. The public doesn’t expect miracles. Which Behaviors Must Leaders Avoid? - Amy Jen Su and Muriel Maignan Wilkins. What Being an "Authentic Leader" Really Means - Charalambos Vlachoutsicos. CEOs Don’t Come Pre-Made, Authentic Leadership Has To Be Learned. 7 Reasons Leaders Can't Transfer their Success to Other Organizations.

Is Your Leadership Showing? How Great Bosses Motivate Employees. 5 Things Great Bosses Never Do. 25 Quotes to Inspire You to Become a Better Leader. Great Leaders Use Honesty to Help Their Successors - John Kotter. Why the Most Successful Leaders Are Givers. 8 Things Great Bosses Demand from Employees. 7 Habits of Highly Effective Tech Company CEOs. The One Skill All Leaders Should Work On - Scott Edinger. People Prefer Confidence Over Actual Expertise.