Rod Collins | 06 Sep 2018
For more than a century, the basic formula of management has been “plan and control.” But today this no longer works because strategies are no longer planned, they’re discovered. So the new formula for business should be “explore, experiment and execute”.
What kinds of things get in the way of productivity? There are no simple answers, but the one thing we can say is that barriers are almost always by-products of the destructive attitudes and behaviors of leaders.
Marc Le Menestrel
Decision-making excellence requires self-awareness and the ability to choose how to think in different situations. That's why being able to understand different perspectives is such a crucial skill for today’s business leaders.
Leading a remote team isn’t that different to leading a co-located one. But we do have to re-think how we do certain things. Here are five ways you can get that wrong.
In today’s world, strategic planning based on the extrapolation of historical trends is a futile exercise. Instead, staying ahead of disruptive change depends on harnessing the power of collective intelligence.
In his seminal book on accidents and disasters, Barry A Turner observed that disasters almost always represent failures of intention and that a simple equation - “disaster equals energy plus misinformation” - can to help guard against catastrophic events.
We all get tired, rushed and overworked. And when we do, it's tempting to use technology as an excuse to take the easy way out by avoiding confrontation or uncomfortable conversations.
You want to know the secret to winning in an age of uncertainty? It's to keep your future open. Planning never guarantees success. Only adaptation guarantees success. Success comes from being confident in your human ability to see opportunity, understand opportunity and grab opportunities.
Giving advice makes some people feel powerful because they feel that they have influence over others. But that connection with power means that it can also be dangerous.
I’m always being asked how to get people to pay attention during webinars. My answer is to ask a simple question: what are you doing to earn their attention?
In today’s world, strategic plans and once-successful business models can quickly become redundant. So how can companies sustain short-term profitability while building long-term innovation capability? One answer is to create a dual company.
How many of us have said, “I’ve been so busy today I haven’t even had time to think?” If you haven’t had time to think, you haven’t had time to lead. Leading without thinking is leading into disaster.
Authenticity - being yourself - can sometimes collide with organizational values. So how far should any of us be expected to give up our authentic preferences for the sake of an organizational purpose?
There’s a lot more to trust than just delivering on your promises. In fact, doing what you say you will do is only the basic entry-level requirement if you want to inspire trust in those you lead.
As we all know, risk is a fact of life. But as the world becomes more connected, new risks have emerged that demand new tools to mitigate them and to thwart a new generation of threats.
Manfred Kets De Vries
Workplace bullying is a silent epidemic that causes a host of psychological and physical health problems. So why is addressing the problem and stamping out bullying such an uphill battle for everyone involved?
What holds a wall together is the mortar between the bricks. And what holds a project together is the effective, clear and proactive communication between individuals.
From the archive
What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.
Maybe I'm getting a little obsessed, but I can't help noticing the similarities between corporate politics and "Game of Thrones ". I even came up with a name for it. So how well do you play the "Game of Cubicles"?
Western societies need a new attitude towards ageing. Because if we continue to sideline and box-in people after their so-called retirement, the cost of containment will bankrupt us all.
Outsiders can be a manager's worst nightmare. But misfits don't have to be disruptive workplace mavericks. Most are creative, crafty and brave. So rather than try to get rid of them, here’s how to understand what makes them tick and harness their talents.
For most people the word meditation conjures up images of shaven-headed monks and nuns sitting in mountain retreats high in the Himalayas. Very few people would associate it with their office or place of work.
On team conference calls, it can sometimes seem almost impossible to get people to contribute or share information effectively. Here’s how you can change that.
Customer-focused organisations are dramatically and demonstrably different from their competitors. They don’t just meet customer expectations, they consistently try to exceed them in everything they do.
Change often fails because it is based on a plan/do model. We plan, and then expect people to do. But that ignores the exploration, thinking, mistaking, learning, testing and struggling that needs to come in between.
What's more important: that people are working on exactly what you want them working on at that exact moment, or that important tasks and outputs are done on time and team goals are met?
Manfred Kets De Vries
In democracies, a free press and the separation of powers reduce the risk of leaders becoming power addicts. But most businesses concentrate power at the top, a design that all too easily leads to power intoxication.
Too many bosses fail to understand that every individual thinks and works at different rates or that we all need to distinguish between important and not so important work to operate effectively.
Forget job titles, do you know who has the real power in your organization and who has real influence where it matters most?
Most innovation is quick-and-dirty. But there's nothing wrong with quick fixes - they point to real customer needs much more accurately than focus groups and reflect new tastes and fashions.
Manfred Kets De Vries
In order to understand the greed spiral of CEO pay, we need to look at the systemic issues and dynamics that have led to the modern-day ‘cult of the CEO’.
The great promise of digital transformation, AI and collective intelligence to transform humanity for the better will only be achieved if we remember two fundamental foundational principles.
Each time I get in a plane, I sit back and relax, because there not much else to do. What I’m getting to here is we have to learn to relax - and also learn how to separate work from non-work.
Manfred Kets De Vries
The advertising pitches of many coaches raise false expectations and seem designed to fool the gullible. Contrary to all the hype, creating meaningful behaviour change is neither easy, fast nor linear.
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