Leader 101 How to Master Situational Leadership There is a saying repeated often in the U.S. Army: “Where you stand is where you sit.” It means, in essence, that your perspective depends on the position you occupy in an organization. When 19th century general Braxton Bragg was serving simultaneously as a company commander and company quartermaster—the officer tasked with approving requisitions—he famously wrote a memo in his commander role requesting resources, then wrote a memo as quartermaster refusing that order. Bragg-as-commander appealed, was again refused by Bragg-as-quartermaster, and finally Bragg requested that the post commander intervene and settle the dispute. Bragg represented an extreme case, but in making each of these decisions, he was looking out for the interests of his team. "You’ve got to be very, very careful not to do the job you used to do, but the job that you’re there to do." For Col. Think: Two Up/Two Down In the U.S. “When I get my assignment, I not only have to understand my mission,” Halloran says.
Articles - Leadership (Listed Alphabetically) The 10 Greatest CEOs of All Time What these extraordinary leaders can teach today's troubled executives. And the Walls Came Tumbling Down Leading Beyond the Walls, a book edited and produced by the Peter F. The most productive relationships are partnerships rooted in a freedom of choice vested in both parties to participate only in that which is mutually beneficial and uplifting. Building Companies to Last Inc. In a world of constant change, the fundamentals are more important than ever. Building Your Company's Vision (not available online) Harvard Business Review (with Jerry I. This HBR cover story explains how companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. Change Is Good—But First, Know What Should Never Change Companies Need Not Hire Outside CEOs to Stimulate Fundamental Change Directorship (with Jerry I. Inc. This article is part of Inc.'
The Paul Principle Not long after he took the helm of General Electric in the early 1980’s, Jack Welch had his Eureka! moment. Just like Archimedes, Welch was bathing when he decided that GE would quit doing business in all industries in which they could not be the number-one or number-two players. It was that decision more than any other that is credited for positioning GE as the belle of the ball for the remainder of Welch’s corporate tenure. But I think the secret to the success of Welch’s decision was less about his insight than his ability to implement that insight. The Paul Principle states that progress in virtually every area of life and work depends directly on our ability to consistently and frequently rob from Peter to pay Paul. Think about the experience of buying a car. Mary Frances Luce of Duke’s Fuqua School of Business has discovered that robbing from Peter to pay Paul is in fact so emotionally jarring that people engage in all sorts of mental gymnastics to avoid it.
Collaborative Style of Leadership There are probably hundreds of definitions of leadership. However, at its essence, leadership is influencing others to accomplish results. Leadership is not so much about what you do and accomplish on your own. It is about what you are able to help others accomplish. It is about how you are able to influence other people to raise their level of performance to new and better heights and contribute more than they previously thought possible. In 1978 a biographer by the name of James McGregor Burns wrote a book entitled Leadership, in which he described the lives of people he felt were world class leaders—Ghandi, Mao, Woodrow Wilson, Franklin Roosevelt, Stalin and Hitler. According to Burns, power-wielders impose external control on their followers. Transformational leaders, on the other hand, care about the needs and interests of their followers as well as their own. Expanding on Burn’s theme, I want to introduce a two dimensional model of leadership behavior. Four Styles of Leadership
5 Leadership (and Life) Lessons You Learn From Your Kids A few years back, we hosted a leadership conference that featured sports leaders - players and coaches, some of whom went on to top leadership positions in politics , business, and other fields. I was surprised by how frequently they mentioned the role that their parents played in their development as top athletes and as leaders. But even more surprising were the lessons they learned from being parents - the lessons they learned from their kids! Here is a summary of behaviors that are used both by good parents, and the very best leaders. 1. 2. 3. 4. 5. [Readers of this blog will note that much of the above is based on Transformational Leadership Theory . Also, if you are interested in research on the early development of leadership, take a look at the recent special issue of the journal, The Leadership Quarterly .
Being a Good Quitter Makes You a Good Entrepreneur When we look at successful entrepreneurs, it may appear that they spend their lives relentlessly driving towards a singular goal. We assume the path to success was a straight shot, lined with mile markers throughout. In fact, it wasn’t. Finding the optimal path, that is, doing only the stuff that matters most and quitting the rest, is paramount to an entrepreneur’s success. Lesson 3: Quit to win Every week, I meet with entrepreneurs who are lit up with passion for their business. I usually find myself interrupting the barrage of lofty plans and ask, “So what’s most important right now? Prioritization is an entrepreneur’s most important responsibility. Instead of trying to do everything all at once, the start-up CEO needs to focus on what really matters. The size of your next step depends proportionally on the size of your company. Just make sure to match the size of your next step with the size of your company. See part 1 here and part 2 here of this 3-part series.
This Highly Decorated University President Shares the 8 Attributes of Great Leadership There are leaders, and then there are leaders of leaders. Dr. Christopher Howard, a member of the Young Presidents' Organization (YPO), knows a lot about growing leaders. He was named one of the "20 Most Interesting College Presidents" by The Best Schools in 2015. During Dr. Howard's six and a half years as president at Hampden-Sydney College in Virginia, enrollment, retention and alumni giving all increased, and the college produced its first Truman and Goldwater scholars in 20 years. Dr. Now as the eighth president of Robert Morris University, he is grooming young leaders to work in a variety of fields and in a variety of situations. "Many talented and well-educated men and women have never made the journey to become effective leaders of character. 1. "Leaders require not only self-knowledge but the capacity to stand apart from oneself and accurately assess one's motives and actions and, when necessary, self-correct." 2. "Leaders understand their place within their environment. 3. 4.
Simon Sinek en conférence TED donne un conseil qui transformera votre manière de communiquer. Voici une des meilleures vidéos sur la communication et le leadership issues des fameuses conférences TED . Simon Sinek auteur du livre « Start With Why » nous explique en quelques minutes le « Cercle d’or », un conseil simple à appliquer et extrêmement efficace qui bouscule les idées reçues sur notre manière de voir la communication et le leadership de ceux qui connaissent de grandes réussites. Sinek illustre sa présentation 4 exemples (Apple, Martin Luther King, les frères Wright et Tivo) qui au départ n’ont pas grand chose en commun avec brio et nous montre ce qui est essentiel pour avoir une communication inspirante . Vous y apprendrez aussi la loi de diffusion de l’innovation avec l’exemple d’Apple. Vous avez trouvé cet article intéressant? Si vous avez apprécié cet article, c’est qu’il est peut être utile à vos amis et vos contacts sur les réseaux sociaux. Merci d’avance pour le partage et à la semaine prochaine pour un nouvel article. Named Suivre l’actualité du blog.
Why You Should Run Your Business Barefoot This post is part 1 of a 3-part series. See part 2 here and part 3 here. Photo courtesy of gearjunkie.com When I run, I don’t wear much clothing. Just my tighty whities and an old pair of Umbro shorts. I don’t wear shoes. But this series of blog posts isn’t about running barefoot per se. So what did I learn exposing my feet to hundreds of miles of hot asphalt? “But what if a nail or a rock jabs into your foot?” Getting real-time feedback is paramount to both running and business. So what’s wrong with being comfortable? Here are three examples I’ve observed of how people insulate themselves to their own detriment and what to do about it: Engineers tend to focus on the code and not enough on the cash. Marketing and sales people tend to cushion themselves from the technology on which their companies depend. Finally, entrepreneurs cushion themselves when they focus on distractions and tactics, which actually have no impact on what really matters to their business.
Leadership lessons from the Royal Navy - McKinsey Quarterly - Organization - Strategic Organization Britain’s Royal Navy is a disciplined command-and-control organization that moves across 140 million square miles of the world’s oceans. Although few environments are tougher than a ship or submarine, I’ve been struck, while conducting research on the Royal Navy, by the extent to which these engines of war run on “soft” leadership skills. For officers leading small teams in constrained quarters, there’s no substitute for cheerfulness and effective storytelling. In fact, I’d go so far as to say that naval training is predicated on the notion that when two groups with equal resources attempt the same thing, the successful group will be the one whose leaders better understand how to use the softer skills to maintain effort and motivate. I believe that the same principle holds true for business. Among the many softer leadership skills important to the Royal Navy, I highlight here the aforementioned cheerfulness and storytelling, which to me were both unexpected and broadly applicable.
Mind Tools - Management Training, Leadership Training and Career Training Action Plans - Project Management Tools from MindTools Small Scale Planning Simple projects can be completed with simple plans. © iStockphoto/AndrewJohnson Whether it's sending out an email newsletter, putting together a presentation for senior managers, or working on a special request for a client, many of us have to complete simple projects as part of our day-to-day responsibilities. These small- to medium-sized projects may, at first glance, not seem to need much thought. But, occasionally, we can overlook a key step or "to do" item that can derail all our efforts. For instance, how do you make sure that you've covered everything? Action Plans are simple lists of all of the tasks that you need to finish to meet an objective. Action Plans are useful, because they give you a framework for thinking about how you'll complete a project efficiently. Using Action Plans Use an Action Plan whenever you need to plan a small project. Use the three-step process below to help you: Step 1: Identify Tasks Step 2: Analyze and Delegate Tasks SCHEMES stands for: