Can you imagine anything more disconcerting than driving at 100 mph in a thick fog – with the radio blaring, cell phone ringing, and the kids in the back seat asking, “Are we there yet?” Yet, isn’t that what it is like operating in business today? The fog is thick, the pace is rapid, and the distractions are constant. Where can business leaders find solutions to be able to navigate through this chaos and produce results in this very uncomfortable environment? Perhaps our military leaders can offer some ideas. Leading in Chaos – Six Essentials to Stay Focused & Enable Success
Complexity is Here and it’s Time to Get on Board Efficiency is the bugbear of modern organizations. Our culture—particularly our business culture is steeped in industrial-age metaphors of assembly lines, and economies of scale. We are continually looking for how to do things faster and cheaper, with the assumption that what follows is a better—read “more profitable”—organization. We work hard to simplify and hone our human systems to a machine-like efficiency, so we can be the envy of neighbors and the crusher of competition. In the industrial age the focus on eking every last bit of productivity from humans usually had a heartbreaking cost to the people doing the work—but was beneficial to the bottom line.
Words of Wisdom: 8 Famous Quotes to Help You Embrace Fear and Achieve Success
Four Pillars Of Leadership
Dr. W. Edwards Deming ‘s last book was The New Economics for Industry, Government, Education . In Chapter 5, Deming writes, “Transformation in any organization will take place under a leader. Dr. Deming’s “Role of a Manager of People”
We often get asked, “How can I get stakeholders to attend my meetings?” or “How can I get stakeholders’ buy-in on the project?” These are complex questions and the easy answer is that you can’t. That’s right, you can’t. The Influencing Formula
Leadership Practices to Stop Today
The 11 Leadership Secrets You've Never Heard About
The Tightrope of Leadership As leaders and change-agents, we walk a daily tight-rope between how we “should” do things because that’s how they’ve always been done … which may be contrary to what believe matters today and tomorrow. Leadership is no different. Walking the Leadership Tightrope
Seven credibility blind spots and how they can derail your image Whether you're meeting one-on-one or presenting to a packed audience, your credibility is immediately being assessed. While there are numerous behaviors to look for, here are seven blind spots that are most common. Beware your credibility blind spots.
5 Subliminal Tricks That Make Employers Adore You | JOBSTAR.INFO
Several years ago I was in the Thomson Building in Toronto. I went down the hall to the small kitchen to get myself a cup of coffee. Ken Thomson was there, making himself some instant soup. At the time, he was the ninth-richest man in the world, worth approximately $19.6 billion. Enough, certainly, to afford a nice lunch. I looked at the soup he was stirring.
Six behaviors that could come back to bite you | Ward Wired As project managers we want our team members to have a commitment to deadlines, be optimistic about their work, stay focused on the goal, have a competitive mindset, stick to the budget, and please clients and management don’t we?
Changing Your Culture by Bringing Humanity to the Workplace Managers, from the senior level down to the front line leaders, often have the misconception that to manage effectively, neither they nor their employees can actually show their human side at work.
Why Leadership Means Listening Today's employees want to be asked for feedback and they want to be heard. Here are four tips to help you become a better listener Over the past several weeks, I interviewed a half-dozen well-known business leaders for a new book on communications.
Want to succeed in IT? Five tips from the top How to reach the very top of the IT profession may remain a closed book to most technologists, but leading CIO Paul Coby has some simple advice on the best way to get there. So, you want to be a top CIO? Sounds like a reasonable career aim, but how do you climb the greasy pole and reach the highest echelons of IT leadership? If you want best-practice career advice, it makes sense to listen to people who have already excelled - and are continuing to excel - in the technology chief position. Paul Coby is one such CIO, IT director at UK retail giant John Lewis and former technology chief at British Airways. Coby spent a decade as group CIO of the airline, a role he prefaced with 17 years at the forefront of the UK public sector.
Your next project manager? Are you a bully? Do you bully your teammates, vendors and weaker stakeholders? 13 ways to tell if you’re a “bully” project manager | Ward Wired
by Linda Hill & Kent Lineback | 12:22 PM April 3, 2012 We consider the ability to manage a team so important that, in a recent book, we made it one of the “3 Imperatives for Becoming a Great Leader:” Manage Your Team — the first imperative — is about creating a real team and managing through it. For the record, the other two imperatives are Manage Yourself — which is about building relationships based on trust, not authority — and Manage Your Network, which is about connecting and collaborating with those you don’t control. “Manage your team” might seem clear and straightforward. Yet when we talk about it, we often find it’s not an intuitive concept for many managers and for some it even cuts against the grain of what they think they should do as bosses. Good Managers Lead Through a Team - Linda Hill & Kent Lineback
by Joshua Ehrlich | 10:17 AM September 14, 2011 Getting stuff done is overrated. Knowing where you are going and how to get there — strategy — is everything. But many managers still spend too much time doing and not enough time thinking. Your first challenge is learning how to stop the action. For Great Leadership, Clear Your Head - Joshua Ehrlich
I Think, Therefore I See The Persistence of Vision @ LeadershipNow
Six tactics of natural leaders
Please, Make a Decision
Leadership and Change Research