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Management Is (Still) Not Leadership - John Kotter

Management Is (Still) Not Leadership - John Kotter
by John P. Kotter | 11:00 AM January 9, 2013 A few weeks ago, the BBC asked me to come in for a radio interview. They told me they wanted to talk about effective leadership — China had just elevated Xi Jinping to the role of Communist Party leader; General David Petraeus had stepped down from his post at the CIA a few days earlier; the BBC itself was wading through a leadership scandal of its own — but the conversation quickly veered, as these things often do, into a discussion about how individuals can keep large, complex, unwieldy organizations operating reliably and efficiently. That’s not leadership, I explained. In more than four decades of studying businesses and consulting to organizations on how to implement new strategies, I can’t tell you how many times I’ve heard people use the words “leadership” and “management” synonymously, and it drives me crazy every time. Mistake #1: People use the terms “management” and “leadership” interchangeably. Leadership is entirely different. Related:  Finding / Building leaders

Manmohan Singh’s Second Wind by Shashi Tharoor Exit from comment view mode. Click to hide this space NEW DELHI – In September, India’s mild-mannered prime minister, Manmohan Singh, turned 80. He also turned a page: After months of being pilloried by every pundit with a soapbox for indecision and weakness, and for presiding over “policy paralysis” while corrupt colleagues allegedly made off with the country’s silver, Singh has boldly seized the initiative. A series of reform announcements, and some frank talk to the public, have underscored his new message: “I am in charge.” The initial steps that he has announced are impressive. Likewise, the government has reduced subsidies on diesel and cooking gas in the face of vociferous opposition, including a one-day strike that shut down the country. The rebirth of Singh the reformer came after a long wait. But Singh’s most recent chapters have been less positive. Within Singh’s Congress Party, the pressure will mount to match economic-reform initiatives with “pro-poor” programs.

The Eight-Minute Test That Can Reveal Your Effectiveness as a Leader - Jack Zenger and Joseph Folkman by Jack Zenger and Joseph Folkman | 12:00 PM August 12, 2013 How can I determine if I am a good leader, or perhaps even a great one? What are my strengths, and do any rise to the very highest levels? I know I have some weaknesses (as everyone does), but are any of them so appalling as to derail my career? Many people have asked us those questions over the years. But as a first step that you can do on your own, we’ve developed an abbreviated self-assessment which you can take here. It will take you about eight minutes, and you will promptly receive a feedback report, which will compare the way you’ve rated yourself with similar self-scores of 45,000 leaders in our global database. A score in the 90th percentile means you have an outstanding strength. But the answers may surprise you. Which one should you start with? Once you identify a competence that meets those criteria, what’s the next step? To improve a weakness, people typically use a linear approach.

The Best-Performing CEOs in the World It’s no accident that chief executives so often focus on short-term financial results at the expense of longer-term performance. They have every incentive to do so. If they don’t make their quarterly or annual numbers, their compensation drops and their jobs are in jeopardy. Stock analysts, shareholders, and often their own boards judge them harshly if they miss near-term goals. Five years ago we launched a global project to address that challenge. Three years ago, in the January–February 2010 issue of HBR, we introduced such a scorecard. Judging CEO Performance For the most part, we used the same methodology that we did three years ago. Assess the long-term performance of each CEO, from the first day on the job to the last. (Or for CEOs still in office, until August 31, 2012, our last day of data collection.) Reflect the global nature of business. In 2010 we drew candidates from the S&P Global 1200 and BRIC 40 lists; this year we worked with three other emerging-market indexes as well.

Three Differences Between Managers and Leaders - Vineet Nayar by Vineet Nayar | 10:01 AM August 2, 2013 A young manager accosted me the other day. “I’ve been reading all about leadership, have implemented several ideas, and think I’m doing a good job at leading my team. I didn’t have a ready answer and it’s a complicated issue, so we decided to talk the next day. Counting value vs Creating value. By contrast, leaders focuses on creating value, saying: “I’d like you to handle A while I deal with B.” Circles of influence vs Circles of power. The quickest way to figure out which of the two you’re doing is to count the number of people outside your reporting hierarchy who come to you for advice. Leading people vs Managing work. In India, M.K. I encouraged my colleague to put this theory to the test by inviting his team-mates for chats. Agree?

Semiconductor Stock Outlook - Jan 2013 - Industry Outlook The Semiconductor Industry serves as a driver, enabler and indicator of technological progress. Developments in the industry determine the way we work, transport ourselves, communicate, entertain ourselves and respond to our environment. The PCs we work on, the cars we drive, the phones we communicate with, the electronic gadgets on which we watch movies, listen to music and play games on, and the planes and weapons used to transport or protect us use semiconductor devices. As environmental issues have become more of a concern today, semiconductor devices are being made to reduce power consumption, reduce heat dissipation, capture solar energy, create more efficient lighting solutions and so forth. The past decade has seen big changes in the industry, with most players streamlining operations and transferring more routine production to low-cost locations. End Market Drivers The computing and consumer end markets together consume around 60% of total semiconductors sold. Major Players

The 5 Ways to Spot an Emotionally Intelligent Leader Research has shown us that more than 90 percent of top leadership performers have a high amount of emotional intelligence, or EI. The higher up the ladder that leaders are, the more people they impact and their EI becomes increasingly important. The person at the top sets the atmosphere that permeates the organization, including the emotional temperature. Not only does a leader with low emotional intelligence have a negative impact on employee morale, it directly impacts staff retention. Here are five ways to spot an emotionally intelligent leader: 1. Insecure leaders that demonstrate low EI become defensive and take it personally whenever they encounter anything that appears to them as criticism and a challenge to their authority. A secure leader with a healthy dose of emotional intelligence strives to listen, understand and find out what is behind behaviors and actions of those they are responsible for managing. 2. 3. 4. 5.

The Industry Handbook: The Semiconductor Industry The semiconductor industry lives - and dies - by a simple creed: smaller, faster and cheaper. The benefit of being tiny is pretty simple: finer lines mean more transistors can be packed onto the same chip. The more transistors on a chip, the faster it can do its work. Thanks in large part to fierce competition and to new technologies that lower the cost of production per chip, within a matter of months, the price of a new chip can fall 50%. As a result, there is constant pressure on chip makers to come up with something better and even cheaper than what redefined state-of-the-art only a few months before. Chips makers must constantly go back to the drawing board to come up with superior goods. Traditionally, semiconductor companies controlled the entire production process, from design to manufacture. Broadly speaking, the semiconductor industry is made up of four main product categories: R&D/Sales: Research and Development Expenses Revenue What Can Go Wrong? Porter's 5 Forces Analysis

High Performance Is Not the Same as High Potential If your company is like most, you probably identify your next leaders from a pool of your top performers. They might be salespeople or project managers or skilled developers, but in any event, they've got a reputation for delivering results. Stong performance and the results it carries are all well and good, of course, but it does not necessarily indicate that an employee will make a good leader. And according to research from member-based executive team advisory company CEB, companies are seriously hurting themselves by failing to differentiate between performance and potential. Defining True Potential CEB's report says that just one in six high-performance employees also display the attributes that indicate potential. What goes into a high-potential employee? Aside from those personality traits, the CEB report says that potential also shows itself in actions. Why You Need Leadership Development But an even bigger risk?

Political donation with every spoon of sugar:Something Fresh:Nidhi Nath Srinivas Are you an Akhilesh Yadav supporter? Do you believe in Bhupinder Singh Hooda's politics? Are you willing to invest in the success of the BJP in Karnataka and the Badals in Punjab? No matter what your answer is, it is irrelevant. Every Indian is being used today to bolster the power of these regional satraps. Each time we buy a bag of sugar, we make a political donation. The game being played using us is so ludicrously simple that success is guaranteed. So Yadav encourages UP mills to clamour for trade barriers so that supply is curtailed, prices rise and consumers pay more. In neighbouring Haryana, Hooda realises that this is a great formula for political gain bankrolled by the aam aadmi. Like all good strategies, it travels well across crops and regions. How did he achieve this success? Luckily, this strategy can be easily foiled if the Centre plucks up courage. No one resents farmers earning better.

Five ways to identify future leaders We’re all leaders in some form. Whether by design or default, we use our influence to get others to follow us. That’s pretty well how leadership works – it’s all about influence. Using the art of influence is a skill that can take a lifetime to master. But wouldn’t it be great to be able to spot potential great leaders early on? How good leaders become great Before we get to my list, I want to share with you some insight from one of the world’s foremost experts on leadership, John C. His concept of the various leadership levels is brilliant in its simplicity. For our purposes, I want to highlight Maxwell’s entry level of leadership. Many people in Level 1 never make it to Level 2. So here’s today’s exercise: If you were tasked to identify potential leaders within your organization or community, leaders that you hope will reach Level 5, what traits would you look for? I should mention that Level 5 leadership is referred to as the “Pinnacle.”

Structural problems can’t be fixed with cyclical tools Updated: Wed, Jan 30 2013. 12 49 PM IST The Reserve Bank of India (RBI) had little choice in reducing the repo rate by 25 basis points on Tuesday, if it didn’t want growth expectations to plummet, while the cut in the cash reserve ratio (CRR), the RBI governor has said, was to ensure that banks reduced their lending rates. But the problem is that inflation may have become structural, for the following reasons: 1) Food inflation remains high and the RBI has said on many occasions that it’s the result of increased purchasing power among the rural poor. 2) Wage inflation in rural areas remains high. 3) Administered prices have remained suppressed for so long that there is now no alternative but to raise them, for items such as coal, fertilizer, diesel and electricity. 4) Raising agricultural support prices is a political imperative. 5) The high current account deficit leads to downward pressure on the rupee, which, in turn, leads to higher import prices.

What Makes Someone an Engaging Leader “How can we have the highest profitability in five years and still have gaps in employee engagement?” asks an executive at a large industrial products company. The reality is that the two don’t necessarily go together. This management team, like many others, has fought to increase profitability through business transformation, restructuring, and cost-cutting, without devoting much thought to keeping employees engaged and connected. As a result, the company may find it hard to sustain the gains, much less drive future growth. The research team at AON Hewitt has made it a priority to understand what is going on in enterprises where both financial performance and employee engagement levels are soaring. What do these leaders of highly engaged teams have in common? Formative early experiences. Guiding beliefs. Engaging behaviors. These are the hallmarks, then, of engaging leaders – and almost every company has at least some of them. Measure engagement levels.

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