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According to management author and speaker John P. Kotter, "as the world speeds up, more and more change is needed; you need more leadership from more people to be able to keep up. Companies that have struggled with that, that are still basically over-managed and under-led, are going under."
This sends out a clear message about the role leadership commands in modern business. Put quite simply, leadership impacts at all levels of a business - from a departmental control level right through to the public face we see in press conferences and news stories.
There is no doubt that today's leaders are facing tough times. In countless industries throughout the world, turning the tide is becoming more difficult than ever before. Life at the helm has never been quite as turbulent and, according to author Robert Cialdini, international joint ventures, company partnerships and other initiatives are beginning to blur the traditional hierarchies of authority. Guiding and motivating highly diverse workforces is becoming a huge challenge, and finding the right leaders both now and for the future is a task no forward-thinking organization can afford to neglect.
In this Briefing, read what practising managers and consultants have to say about the latest issues in leadership.
Articles:
The leadership journey: becoming an enlightened leader
Leaders need to go beyond knowing the answers to seeking the answers. How can I become a more effective leader? What steps can I take to enhance my leadership skills? Every thoughtful executive or manager should ask such questions regularly. In this article, we'll offer some practical approaches to answering those questions - and better understanding the leadership journey.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Putting your leaders where it counts
Companies that systematically and continuously put the right leaders in the right jobs outperform companies that don't - by a wide margin. In this article, the authors argue that chief executives must recognize and act on the consequences of how they deploy their best managers.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
Not taught in business schools: cultivating creativity
Gwen, an executive that I mentor, was in the process of carving out a business of her own. We met in an outdoor café, on a beautiful spring day in Albuquerque. I like to meet my clients in settings such as this now and then as these places sometimes relax them and free up the conversation. On this day, Gwen took full advantage of the setting. She brought a sketchbook with her, containing the artwork she had done during a course she had just completed.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
CEOs hit the road: speaking as a brand-building tool
By keynoting at association conferences, CEOs and other top executives use speaking as a platform to introduce their companies' brands into new markets and solidly position them in established markets. Their speeches create "3D branding", a customized experience that constituents can feel, touch, and interact with. Giving speeches also leverages the credible endorsement of the association and, if made part of a systematic approach, starts building a community of evangelists. Yes, the applause feels good, too.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
The making of a manager
People can be taught certain managerial technologies, but not the fundamental human traits that convert the employment of those technologies into organizational results. An adult's leadership capacity is virtually fixed by the time he or she arrives at the corporate doorstep. Simply put, people do not change much once they enter the corporate world and the changes that do occur are mainly due to a consolidation of inherent strengths.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
The enlightening leader and effective learning strategy
How can a leader accelerate evolution? How can one create radical change that enables people to solve problems, seize opportunities and apply theoretical principles to real-time situations? By creating a culture of learning. Learning can take place in hours, and like a vine can twist and turn to unexpected heights with little maintenance, unlike adaptation through restructuring and creating alliances or facilities, which can take years and requires a higher degree of vigilance and reinforcement.
Originally published in the Handbook of Business Strategy
Volume 5 Number 1, 2004
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