Great CEOs are often people in a race to the future – they’re obsessed with defining the future because they can’t stomach the thought of reacting to a future created by their competitors. Somehow Steve Jobs was able to see the unseen, and marshal Apple’s resources to deliver the innovation that fulfilled his view of […] Read more… Read More»
Seeds are curious things—small, innocuous . . . overlooked. Incredibly, they are filled with an amazing power for growth. A growth for greatness. So, too, is your capability for seeding leadership potential! I learned from a close-friend that a single shaft of wheat, left undamaged and allowed to grow unchecked, could spontaneously multiply into a […] Read more… Read More»
With a title like “What Good Bosses Do”, I’m immediately positioned to create a comprehensive list of all the management and leadership actions of a good boss. I’m not going to do that. The list would be full of hackneyed actions that offer little value to you. Instead, the list will be grounded in the belief that […] Read more… Read More»
It’s hard to imagine a time when huge, global corporations didn’t exist, but that time wasn’t too long ago. In fact, Richard Adelstein, a professor at Wesleyan University and author of The Rise of Planning in Industrial America, 1864-1914 reminds us in this fantastic HBR podcast that mega-corporations are a relatively new invention. Which companies will […] Read more… Read More»
Today’s show crackles with energy from the very first minute because my guest, our own Leaguer Irene Becker, is such an Extraordinary Thinker. Here are just a few examples: Says Irene about being the first female CEO of a near-bankrupt steel company in Canada: “I was a round blonde woman. Wrong look, wrong sex. I’ve […] Read more… Read More»
One of the cool things about modern discussions of leadership is that we now recognize that “leadership” is available to everyone, at every level of every kind of organization – or no organization at all. Anyone can lead and can even start a movement, simply by influencing the person next to them to influence […] Read more… Read More»
On August 9, 1945, the United States dropped its second atomic bomb on Nagasaki, Japan, killing 70,000 people and injuring hundreds of thousands more. One of those severely injured in the blast was Dr. Takashi Nagai, a radiologist at the Nagasaki University hospital. Thrown to the ground while filing x-rays in his office, which […] Read more… Read More»
Some people call the number of followers you have a “vanity metric,” but I think that’s too harsh a term. I prefer calling followers a “health metric.” They are an important part of your social analysis, but how many you have is somewhat irrelevant. You can have strong relationships with your audience and even […] Read more… Read More»
Leadership is not a position. It is the totality of your actions rooted in a set of beliefs that influence your interactions with people. Dominating corporations and small-businesses for centuries is a mechanistic-leadership view. Such a view holds that organizational profit is the leading input to a manager’s leadership style. The overused style takes for […] Read more… Read More»
When we talk about leadership, culture, and engagement – the “Big 3” – we often refer to existing team members… those who already contribute to the success of our organizations. And that makes sense; we certainly want current employees to feel valued and to contribute to a positive, productive company culture. However, the Big 3 […] Read more… Read More»
→