Showing papers in "Leader To Leader in 2012"

What is talent

Abstract: Leadership development, according to Ulrich and Smallwood, is not only about developing future generations of leaders. It's also about self-development. Similarly, the concept of talent is multidimensional, and not completely understood by the C-suite executives at the top of organizations. Ulrich and Smallwood provide a detailed and concrete examination of what talent really is, and how it can be developed through succession, customization, and modeling, along with suggestions for proper leadership investment. They have also synthesized their findings into the following formula: “Talent = competence × commitment × contribution.”

Creating schools for the future, not the past for all students

Abstract: Senge believes that too many school systems are still operating based on obsolete, industrial-age thinking. Remaining focused on standardized-test scores is problematic, because “future-oriented businesses need people who are self-directed learners, have strong personal values and a larger sense of responsibility, and can collaborate effectively in teams and larger networks to solve complex problems.” He describes school districts that are meeting this challenge through such strategies as systems thinking, education for sustainability, learner-centered pedagogy, and building schools as learning communities. Bold leadership is needed from teachers, administrators, principals, parents, school boards, business/civic leaders, and the students themselves.

The trustworthy leader: The first step toward creating high-trust organizations

Abstract: The sorry state of many of today's institutions is not one, Hurley contends, of lack of trust, but of trustworthiness. He defines trust as “confident reliance on a person, group, organization, or system (for example, the financial system) in the face of risk and uncertainty.” He says we must “develop trustworthy leaders, and enable those leaders to embed trustworthiness in the architecture (strategy, structure, culture, systems, and processes) of their organizations.” Trustworthiness must be embedded in a firm's culture, because research shows that many ethical and benevolent people will adapt to a culture of opposite values.

Inspiring democracy in the workplace: From fear‐based to freedom‐centered organizations

Abstract: Most of us would prefer to work in an environment ruled by democratic principles rather than one ruled by command and fear. Yet, unfortunately, according to Fenton, too many people still toil in the latter environment. Her research shows great benefits for organizations operating along democratic lines, such as lower absenteeism, better customer service, and more innovation. These workplaces are also generally better able to attract top talent, especially from Generation Y. She includes examples of democratic companies and provides a chart of democratic principles, including transparency, integrity, and accountability.

Passion and purpose: Leading from the inside out

Abstract: Love believes that leadership requires self-discovery. “Deep awareness of the skills, talents, and knowledge that shape you is important,” she writes, “but you must also know the inner purpose and passions that drive you so that you're able to inspire the people you lead.” Three factors are described that help leaders to leave a lasting legacy, while unleashing energy: personal fulfillment is directly connected to motivation at work; fulfillment escalates if there is an opportunity to translate purpose in life to work contributions; and the attainment of purpose/passion should be part of an organization's dialogue.

Breaking away: A new model for innovation

Abstract: Innovation is an often-misunderstood practice, according to Stevenson and Kaafarani To be truly categorized as innovation, a product, company, or service must be unique; must deliver tangible value to the customer; and must be commercially viable Their research uncovered four categories of innovation: transformational, category, marketplace, and operational Each of these has defining characteristics and its own business attributes Leaders must also find answers for the three Ws—who will buy, what is involved in development, and why will it make business sense to proceed

TouchPoints: The power of leading in the moment

Abstract: A leader's day is continuously punctuated by interruptions and interactions of all types. Rather than treating these events as nuisances, Conant and Norgaard advise to think of them as TouchPoints, opportunities to provide leadership and “to generate energy and direction around something that matters.” If you shift your perspective to thinking or saying, “How can I help?,” you have the potential to make a positive impact on your organization in a short moment of time. Your reputation, Conant and Norgaard contend, is shaped in these moments day after day.

True North Groups: A big idea for developing leaders

Abstract: Today's leaders must develop their emotional intelligence to overcome the crisis of leadership of the past decade. George explains how leaders can become truly authentic through aligning, empowering, serving, and collaborating. A valuable setting for their development can take place in small, intimate peer groups George dubs the “True North Group.” Participants “can share their experiences, challenges, and frustrations and get honest feedback.” They can thus grow as people and as leaders, develop confidence and self-compassion, and accept their own strengths and weaknesses.

The end of diversity: How leaders make differences really matter

Abstract: Leaders who recognize the importance of diversity but treat it as a separate topic are not getting the full power of the concept, according to Davidson. The key is what he refers to as “Leveraging Difference.” He poses a provocative question: “What if the most important leadership activity was to catalyze diversity, not just manage it?” Leaders thus become emboldened to re-vision everything they do. Such leaders connect to people who are different from them—those who may be considered informal leaders, or what he refers to as “leaders from the margin.”

Changing culture—patience is not a virtue

Abstract: It is often necessary for organizations to change their culture. Shaw and Ronald say that this can happen quickly, and that the “best leaders are able to identify which actions, in which order, are needed to produce rapid shifts.” Change can be accelerated by paying attention to some basic principles, including the open-minded assessment of the current culture (good and bad), making a case for change based on a compelling storyline, realigning metrics, paying attention to symbolism, and personally embodying the new culture, as “people are constantly observing and interpreting the behavior of their senior leader.”

From the judgment of leadership to the leadership of judgment: The fallacy of heroic decision making

Abstract: Forward-thinking organizations in today's highly competitive world, Davenport and Manville believe, have leaders who are willing to reach out to others to arrive at the best decisions. Their research encompasses fundamental changes in operations for such disparate companies as EMC (data storage) and the Media General news firm. The same principle holds for non-businesses, including Charlotte-Mecklenburg Schools in North Carolina, and even NASA. Four strategies are common in these situations: “acknowledging the value of the collective, developing a participatory problem-solving process, integrating analytical tools and information sources, and building a sustaining culture of debate and deliberation.”

Authenticity is everything: An interview with Jeffrey Gitomer

Abstract: Don't just lead by example, Gitomer advises. Set a standard for others to follow. Leaders who do this will prove not only their own authenticity, but also that of their organization. They must “rate their own reality.” Bland, forgettable mission statements don't have the force of strong customer promises backed up by being the best at what you do. Leaders who are preoccupied with “making the last dime for their shareholders” will find that their time is better spent communicating continually inside and outside their organization.

Leading in 24/7: What is required?

Abstract: “The convergence of demographic, economic, and technological shifts,” Helgesen writes, “and the radical social change this convergence creates, is altering our understanding of the essential tasks of leadership.” She outlines several key capabilities that leaders must have in a 24/7 world, including leading people who have different values, practicing inclusion, and supporting self-renewing cultures. The latter is especially important due to the crushing pace and intensity of an always-on environment, and means that individuals within these cultures must “find fresh sources of energy, inspiration, and commitment over time.”