On his HBR.org blog, Tony Schwartz explores leadership greatness, and discovers it's more complicated than it might seem.
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Paul Nunes and Tim Breene urge you to "reinvent your business before it's too late" in Harvard Business Review.
Ron Ashkenas uses his blog on HBR.org to state the case for taking risks in tough times.
He observes that the first instinct in times of stress and confusion is to stop taking risks and revert to the safest possible behaviour.
According to leadership legend Jack Welch, great leaders possess a “generosity gene” that produces inspiration for helping people grow.
Not all leaders deserve the position they hold, or even the title of ‘leader’. In other words, all leaders aren’t created equal.
That’s the observation of Mike Myatt, writing for Forbes.com. He comments: “If you really want to determine someone’s leadership prowess, give them some responsibility and see what they do with it.”
Many organisations think they can solve problems by giving their workers a recommended reading list or sending them on a one-day management programme. However, there is no magic pill for great leadership.
That’s a conclusion Roberta Matuson has arrived at after interviewing a number of executives for her book, The Magnetic Workplace (Nicholas Brealey, 2013).
The role of Chief Strategy Officer (CSO) is relatively new in business, but it’s increasingly significant. The duties involved can vary depending on the organisation, and it’s important for boards and CEOs to identify the kind of CSO they need.
Tony Schwartz uses his blog on HBR.org to highlight the attributes that every great leader needs – and few actually possess.
Thinkers commonly make the gross error of confusing what they see with what they want to see; the great and good thinker only forecasts futures after deep analysis of the most profound source of true knowledge - the present.
The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.
Growing numbers of employees want to work more flexibly in order to achieve a better balance between their jobs and the rest of their lives. But while growing numbers of organisations are trying to accommodate their employees’ requests, they are doing it not out of altruism but for good business reasons.
Few managers today can have escaped exposure to the management industry. They have very likely been taught some aspect of management, been exposed to some new (or once new) management idea, worked alongside expensive management consultants, come across an interesting article in a management journal, even read a whole management book (even if it’s only The One-Minute Manager).
‘Mavericks’ are by definition rare beasts in business management or any other organised activity.
What’s the most valuable attribute that a manager can possess and develop?
Why do business idols, both individuals and firms, develop feet of clay? For anybody who believes this cannot happen to their leader, or their organisation, or even to themselves, the best advice is ‘don’t be so sure’.
When work is offshored, whether to India, China, Russia, etc, one key question that the end-user organisation needs to resolve is how to staff the operation. Offshore staffing issues are prevalent, whether the firm offshores to a captive operation or to a third party supplier. To maintain and improve the level of service, it is crucial that the highest quality of staff be found.
The first 100 days in any new job are highly charged with opportunity, expectation and, yes, tension. Amplify those emotions if a newly hired person is joining a corporate board of directors or stepping into a senior executive position. And turn that dial a notch higher still if the individual is assuming the role of Chief Executive Officer.
Chaos theory maintains that a butterfly flapping its wings in one part of the world can starts a chain of events that leads to a hurricane elsewhere. If only this Butterfly Effect could be applied to a company's expenditure on leadership training, where frequently large sums of money seem to result in little or no direct bottom-line benefits.
When dealing with an organisation – from inside or outside, and whether as customer, employee, investor, or supplier – there always seems to be scope for better leadership. But where should you go looking for it? Do you need to be an explorer, architect, miner, or gardener?
Management and leadership alike obviously and entirely depend on the brain - the most complex organ in the human body and one that, even today, is not fully understood. The better leaders and managers do understand its workings, however, the better they are able to use this complexity – and improve their results.
Success in management and success in sports have the same roots.
Everybody makes mistakes. But the biggest mistake of all is failure to learn from error. The lessons of misjudgements, miscalculations and mismanagement teach more than success - if you're prepared to face the realities of failure.
Top managers have never lost their fondness for declaring that people are the 'greatest asset' that their corporations possess. Like other popular maxims, this one doesn't survive close analysis.
All companies are management academies, good or bad. Very few concerns see themselves in this light. But companies of all sizes inculcate methods, judge managerial performance, seek to improve it, provide specific training, develop concepts - and, above all, provide an endless stream of real-life case studies.