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Are You Working for a Zombie Business?
... Beware the Delusions of a "Dream Company"
Why Smart Executives Fail is a book by Sydney Finkelstein that explores corporate mistakes—what they are, why they occur, and what managers, leaders, and investors can do about them.
The book, and the research it's based on, offer new ways to think about management. A careful look at these ideas suggests new ways to think about professional development.
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”A landmark book, certain to become a classic." —Warren Bennis |
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LeadingThoughts > Teachability
"The more one learns the more he understands his ignorance. I am simply an ignorant man, trying to lessen his ignorance."
— Louis L'Amour
To the Far Blue Mountains
"Education is the ability to listen to almost anything without losing your temper or your self-confidence."
— Robert Frost
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First Class Noticer
Warren Bennis suggests that we become a "First Class Noticer." This means to get out and learn as much as you can. Find out how you learn and get out and do it. Expose yourself to that which is not "common" to you. Develop relationships with people who are different from the people you ordinarily have relationships with, especially those that come from different backgrounds and age groups. See movies and plays, read books and visit museums.
Above all, Bennis reminds us to stay comfortable with "not knowing ... but finding out." In this world, do we need a better reminder than what happened on September 11, 2001? We have to be at ease with uncertainty, chaos, complexity and not settle for the easy answer and the silver bullet. They don't exist in today's world. Never did, actually.
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Sponsored Link
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animates messages, not just relates them,
involves audiences, not just informs them, and
demonstrates results, not just describes them.
It's about leadership.
It's about teamwork.
It's about communication.
It's about a new level of performance.
More >>
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Whoever Makes the Most Mistakes Wins: The Paradox of Innovation
Only an entirely new mindset—a new attitude toward success and failure—can transform managers' thinking, according to Richard Farson. The key to this new attitude lies in taking risks. Rather than reward success and penalize failure, they propose that managers focus on what can be learned from both. Paradoxically, the less we chase success and flee from failure, the more likely we are to genuinely succeed.
More >>
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The Ethical Challenge: How to Lead with Unyielding Integrity
We can take a first step toward producing better business leaders by changing some of our own ideas about what it means to "win." Noel M. Tichy and Andrew R. McGill have brought together a stellar group of contributors from a variety of perspectives to offer insights that will help build better leaders, communities, and organizations.
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Get It's Not How Good You Are, It's How Good You Want To Be
The World's Best-selling Book by Paul Arden
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IT'S RIGHT TO BE WRONG
Start being wrong and suddenly anything is possible.
You're no longer trying to be infallible.
You're in the unknown. There's no way of knowing what can happen, but there's more chance of it being amazing than if you try to be right.
Of course, being wrong is a risk.
People worry about suggesting stupid ideas because of what others will think.
You will have been in meetings where new thinking has been called for, at your original suggestion.
Instead of saying, 'That's the kind of suggestion that leads us to a novel solution', the room goes quiet, they look up to the ceiling, roll their eyes and return to the discussion.
Risks are a measure of people. People who won't take them are trying to preserve what they have.
People who do take them often end up by having more.
Some risks have a future, and some people call them wrong. But being right may be like walking backwards proving where you've been
Being wrong isn't in the future, or in the past.
Being wrong isn't anywhere but being here.
Best place to be, eh?
Adapted from It's Not How Good You Are, It's How Good You Want To Be
by Paul Arden. ©2003 Phaidon Press Limited
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THE LEARNING PROCESS
Roger Nierneberg is well known as an orchestra builder and also the inventor of the highly successful educational leadership program involving conducting, called The Music Paradigm.
In Linkage's The Daily Leader, distributed to participants at Linkage's Global Institute for Leadership Development Conference in 2002 Nierneberg recalled a story of how his experience in conducting has transformed his leadership skills.
The Music Paradigm has transformed my leadership in so many ways. There is one story in particular that was a turning point for me as a conductor and leader. The larger instruments (i.e. double basses) take a longer time to produce a sound. These instruments tend to be slower and later than other instruments. As an inexperienced conductor, my immediate reaction was to tell them they were late - this seemed like the fastest way to solve the problem. I did not solve the problem, but rather created another. I not only had a timing issue, but now I had an unhappy bass section because they were embarrassed and felt badly about their performance. With experience, I addressed the problem in a different way by asking them to play earlier. I learned a valuable lesson through this request. By asking the bass section to play a leadership role by setting the tempo for the entire orchestra, their role was more active and engaged. I altered my relationship with the basses as well as their relationship with the rest of the orchestra. My bass section was happy and felt successful.
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CLASSICS REVISITED
Classic books every leader should be familiar with.
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 Sun Tzu's The Art of War Plus The Art of Management
The book includes both the world’s best guide to strategy, The Art of War, plus a line-by-Line adaptation for Leadership. This edition follows Sun Tzu's original text line by line, with the complete text of The Art of War on the left-hand pages and The Art of Management on the facing right-hand pages. More >> |
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