Leadership, Business and Innovation
“While corporate leaders may intellectually accept the need for innovation and promote their commitment to innovation at every opportunity, many really don't get it…Chief executives are doing surprisingly little to build innovation cultures in their companies. If they were, surely more than 10% of these leaders would say they were following ‘best practices’ in their industry in pursuit of innovation. Perhaps this is why only about 25% of the members of my network groups say their CEO has the right mindset and understanding of innovation to support the company's innovation success.” – Source: Copenhagen-based author Stefan Lindegaard, as quoted in Business Week magazine, March 3, 2010
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Saturday, 10 April 2010
Wednesday, 10 March 2010
Imagine leadership - Video
A truly thought-provokingvideo about Leadership. Anyone who is an existing or aspiring leader should watch this.
Saturday, 13 February 2010
Middle Management
When storms hit, middle managers stand in the gap
Why is it important to grow the leadership and management skills of middle managers and aspiring, young leaders? We see this question answered beautifully in a September 19 Wall Street Journal column by Carol Hymowitz just a few years ago.
When Hurricane Katrina caused a five-mile stretch of railroad tracks connecting New Orleans and Slidell, La. to fall into Lake Pontchartrain, Norfolk Southern couldn’t transport badly needed products from the East Coast to the Pacific.
And it wasn’t a CEO who saved the day.
Before the storm hit, Jeff McCracken, a chief engineer in Atlanta, prepared the materials he thought he might need for repairs and he readied 100 employees to help. After the storm, the team responded quickly, removing 5,000 trees from roads. Then, when he discovered that the railroad tracks had fallen into the lake, McCracken gathered 365 engineers, machine operators and other workers and devised a creative plan to rescue the fallen tracks from the lake, rather than wait several weeks to build new tracks. The crew even slept in campers on site and worked in shifts around the clock to restore the rail line. Two weeks after Hurricane Katrina hit, the damaged tracks were repaired and returned to full service.
“CEOs who feel under particular pressure from investors these days need to relinquish their imperious status or they'll end up having power taken away from them,” claims the article. “CEOs who don't want upheaval among their rank and file should take note of one big change in the job market. Ambitious and talented middle managers have more opportunities to land new positions now than they've had in the past five years. Retaining them may require giving up some big corner-office compensation increases to improve their salaries.”
It would seem that growing and training middle managers when the business climate is good helps to ensure that they’ll be prepared to weather the storms when they inevitably hit. And investing in the development of middle management is also a terrific way for executives to ensure that the storms that hit aren’t caused by their own doing.
Leadership, middle management, management training
Recommended Reading
Recommended Reading
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Friday, 12 February 2010
Businesses Mismanage Communication and Promotion
One-third of middle managers say their organizations are mismanaged.
Perhaps its time for leadership at the top of our organisations. Middle managers are continuing to feel under-informed about key organisation issues that affect them and their staff.
An article appearing in the November 8 issue of Chief Learning Officer newsletter (and based on a recent research study) claims that, “middle managers are increasingly dissatisfied with their current organizations, believe their organizations are mismanaged, and see few prospects for advancement.”
Here are some other excerpts from this article:
“Only 28 percent rated the way their organizations manage prospects for advancement as good or excellent.”
“Only 31 percent said their companies were good or excellent at helping them communicate bad news.”
“Only about one-third of respondents reported that their companies were good or excellent at managing: compensation, flexible work arrangements, communications between supervisors and subordinates, and training and development (33 percent, 34 percent, 37 percent and 37 percent, respectively).”
“When asked about the most frustrating aspects of their jobs, the greatest number of respondents -- 47 percent -- cited compensation issues, followed by balancing work and personal time, the feeling that they do the bulk of the work and don't receive the appropriate credit, and having no clear career path (chosen by 40 percent, 38 percent and 35 percent, respectively).”
"Reinventing the role of middle managers will be critical to this effort, particularly as increasing numbers of employees look toward retirement. Creating positive environments for employees to succeed will be a critical factor for winning in the marketplace."
Perhaps its time for leadership at the top of our organisations. Middle managers are continuing to feel under-informed about key organisation issues that affect them and their staff.
An article appearing in the November 8 issue of Chief Learning Officer newsletter (and based on a recent research study) claims that, “middle managers are increasingly dissatisfied with their current organizations, believe their organizations are mismanaged, and see few prospects for advancement.”
Here are some other excerpts from this article:
“Only 28 percent rated the way their organizations manage prospects for advancement as good or excellent.”
“Only 31 percent said their companies were good or excellent at helping them communicate bad news.”
“Only about one-third of respondents reported that their companies were good or excellent at managing: compensation, flexible work arrangements, communications between supervisors and subordinates, and training and development (33 percent, 34 percent, 37 percent and 37 percent, respectively).”
“When asked about the most frustrating aspects of their jobs, the greatest number of respondents -- 47 percent -- cited compensation issues, followed by balancing work and personal time, the feeling that they do the bulk of the work and don't receive the appropriate credit, and having no clear career path (chosen by 40 percent, 38 percent and 35 percent, respectively).”
"Reinventing the role of middle managers will be critical to this effort, particularly as increasing numbers of employees look toward retirement. Creating positive environments for employees to succeed will be a critical factor for winning in the marketplace."
Thursday, 11 February 2010
Leadership Tip - How To Avoid Recruitment Mistakes
The greatest hiring and recruiting mistake might be not recruiting at all
A column in The Wall Street Journal claimed that managers have been working so hard for so long with so few workers that they have forgotten the importance of searching for and recruiting new talent. A few years later, the view could not be more true. How does one achieve leadership in recruitment? Here are some excerpts from this article:
“How can companies improve their recruiting efforts? To begin, chief executives who know this is a business priority must make sure managers regularly step away from their day-to-day duties to meet new talent -- whether or not they have an immediate job to fill.”
“Managers in charge are working under such pressure to deliver the product ahead of competitors that they have no time to recruit. ‘So they're digging themselves deeper and deeper into a hole, trying to get people inside to lend a hand, when they need outside candidates with different skills.’”
Small business owners claim that attitude is 106% more important in recruitment decisions than occupational skills
Leadership: A survey of small business owners by the National Federation of Independent Business found that 66% of respondents believe that a good attitude and work habits are the most important factors they consider when evaluating new hires, followed by the ability to follow directions at 63%. Occupational skills were a requirement among only 30% of respondents.
Speakers like Zig Ziglar who present publicly about leadership have been telling us for many years the importanc of attitude in the recruitment process.
About 61% of leaders polled said that a fellow employee will work with new hires to teach required skills, while 11% send workers to a course or seminar. After one year, however, 90% of owners claim that they will continue to invest in training and the top source of this training shifts to sending people outside the business.
A column in The Wall Street Journal claimed that managers have been working so hard for so long with so few workers that they have forgotten the importance of searching for and recruiting new talent. A few years later, the view could not be more true. How does one achieve leadership in recruitment? Here are some excerpts from this article:
“How can companies improve their recruiting efforts? To begin, chief executives who know this is a business priority must make sure managers regularly step away from their day-to-day duties to meet new talent -- whether or not they have an immediate job to fill.”
“Managers in charge are working under such pressure to deliver the product ahead of competitors that they have no time to recruit. ‘So they're digging themselves deeper and deeper into a hole, trying to get people inside to lend a hand, when they need outside candidates with different skills.’”
Small business owners claim that attitude is 106% more important in recruitment decisions than occupational skills
Leadership: A survey of small business owners by the National Federation of Independent Business found that 66% of respondents believe that a good attitude and work habits are the most important factors they consider when evaluating new hires, followed by the ability to follow directions at 63%. Occupational skills were a requirement among only 30% of respondents.
Speakers like Zig Ziglar who present publicly about leadership have been telling us for many years the importanc of attitude in the recruitment process.
About 61% of leaders polled said that a fellow employee will work with new hires to teach required skills, while 11% send workers to a course or seminar. After one year, however, 90% of owners claim that they will continue to invest in training and the top source of this training shifts to sending people outside the business.
Wednesday, 10 February 2010
Leadership - Performance Appraisal Disaster
Here are some more great tips for anyone wanting to progress in leadership. Recognise these pitfalls and commit to doing something different in your organisation! Leadership is about leading people. Performance appraisals (performance reviews) are a great tool to help with this task.
Studies conclude that most performance appraisals are an abysmal failure, leading workers to view HR Departments as failures as well.
A 2005 survey of 48,012 employees, managers and CEOs in 126 companies found that only 13 percent of employees and managers – and only 6 percent of CEOs – believe that their performance appraisals are useful. In addition, an astounding 88 percent of respondents said that their current performance appraisal system negatively impacts how they view their HR department. Here are some excerpts from a news release about this study:
• Only 18 percent of people in the survey said that their performance appraisal system effectively differentiates between high and low performers.
• 42 percent of respondents said that the comments they receive from their managers on their performance appraisals are too generic.
• Only 13 percent of employees believe that their manager has an effective method for tracking and recording performance-related events and items.
Click Here read more from this article
RECOMMENDED READING:
Fancy a Little Light Relief? Here are some interesting links:
http://www.squidoo.com/lensmaster/new_workshop/EmbarassingYouTubeVideos
http://www.squidoo.com/lensmaster/new_workshop/MagicWheel
http://www.squidoo.com/lensmaster/new_workshop/InsiderLeadershipTips
http://www.squidoo.com/lensmaster/new_workshop/ToyTigers
http://www.squidoo.com/lensmaster/new_workshop/Business-Strategy
http://www.squidoo.com/lensmaster/new_workshop/Top10BooksonLeadership
http://www.squidoo.com/lensmaster/publish/DesignerShoes2010
http://www.squidoo.com/lensmaster/new_workshop/BestFootballGoals
http://www.squidoo.com/lensmaster/new_workshop/motorracingwipeouts
Studies conclude that most performance appraisals are an abysmal failure, leading workers to view HR Departments as failures as well.
A 2005 survey of 48,012 employees, managers and CEOs in 126 companies found that only 13 percent of employees and managers – and only 6 percent of CEOs – believe that their performance appraisals are useful. In addition, an astounding 88 percent of respondents said that their current performance appraisal system negatively impacts how they view their HR department. Here are some excerpts from a news release about this study:
• Only 18 percent of people in the survey said that their performance appraisal system effectively differentiates between high and low performers.
• 42 percent of respondents said that the comments they receive from their managers on their performance appraisals are too generic.
• Only 13 percent of employees believe that their manager has an effective method for tracking and recording performance-related events and items.
Click Here read more from this article
RECOMMENDED READING:
Fancy a Little Light Relief? Here are some interesting links:
http://www.squidoo.com/lensmaster/new_workshop/EmbarassingYouTubeVideos
http://www.squidoo.com/lensmaster/new_workshop/MagicWheel
http://www.squidoo.com/lensmaster/new_workshop/InsiderLeadershipTips
http://www.squidoo.com/lensmaster/new_workshop/ToyTigers
http://www.squidoo.com/lensmaster/new_workshop/Business-Strategy
http://www.squidoo.com/lensmaster/new_workshop/Top10BooksonLeadership
http://www.squidoo.com/lensmaster/publish/DesignerShoes2010
http://www.squidoo.com/lensmaster/new_workshop/BestFootballGoals
http://www.squidoo.com/lensmaster/new_workshop/motorracingwipeouts
Leadership - Best Companies to Work For - No Secrets
From a leadership point of view, what makes a company great to worl for? AFortune magazine reporter goes undercover at “Best Companies To Work For” and makes a fascinating discovery: their success secrets are things you can do, too.
For his article in Fortune magazine, Daniel Roth took jobs at four of the leading firms ranked on Fortune’s annual “Best Companies to Work For” list, just to personally experience what makes these companies so special. What Roth learned may provide some interesting lessons for you and your company. Here are some excerpts from this article and from firms where Roth worked:
“Most of the things that make a workplace great turn out to cost employers absolutely nothing. Next, a great workplace benefits more than just employees: Over the past five years the stocks of the four companies I worked at trounced the market, up a compounded 24% vs. the S&P's 1% gain.”
“Most of the things that make a workplace great turn out to cost employers absolutely nothing. Next, a great workplace benefits more than just employees: Over the past five years the stocks of the four companies I worked at trounced the market, up a compounded 24% vs. the S&P's 1% gain.”
Four Seasons Hotel. “The Four Seasons wants its staff to be relaxed, regular people, so they're given leeway to do what they think is right…I'm out working the door with Endale Tessema. Tessema, 48, has been with the hotel for 23 years, yet he's still the rookie of the four-person doorman staff. He says he can recognize by name thousands of people who have stayed at the hotel over his decades. He does pretty much as he pleases--no canned speeches, no formal way of opening the door or lugging the luggage. He just makes it up as he goes, and he says the people in charge learn from him. ‘The managers, instead of coming in and imposing things on me, they come in and learn how things work,’ he says. ‘If they want to change it, they'll change it later. They have to learn first.’"
FedEx. “For all FedEx's clock-watching and efficiency, the company is remarkably hands-off…A $1,000 investment in FedEx when it went public in 1978 would now be worth $106,000. And while a ballooning 401(k) is one powerful tool for retaining employees, what keeps Cava happy is the fact that he's expected to decide what's right with his day.”
Hot Topic. Hot Topic is a, “chain of over 650 mall stores that sell rock- and pop-culture clothes, music, and jewelry to teens, preteens, and the moms who control the credit cards.” The company will total $720 million in sales this year…”Hot Topic makes its employees the first responders of cool--a task that suddenly gives some real importance to what could be a tedious job. Employees are expected to call buyers with tips, access that is almost unheard of in retail. That makes the salespeople feel as though they're not just selling products, but picking them. It also gives them a bit of attitude about inventory.”
“The shock of my four (job) stints wasn't that these companies were so extraordinary, but that other companies can't--or just don't--do the simple things that make employees happy. Forget brain surgery; this is barely baking-soda-volcano science. At every stop my fellow workers talked about bosses either leaving them alone or being there for them. They discussed work-life balance, stock options, and sick days.”
Click Here to read this article
Fancy a Little Light Relief? Here are some interesting links:
http://www.squidoo.com/lensmaster/new_workshop/EmbarassingYouTubeVideos
http://www.squidoo.com/lensmaster/new_workshop/MagicWheel
http://www.squidoo.com/lensmaster/new_workshop/InsiderLeadershipTips
http://www.squidoo.com/lensmaster/new_workshop/ToyTigers
http://www.squidoo.com/lensmaster/new_workshop/Business-Strategy
http://www.squidoo.com/lensmaster/new_workshop/Top10BooksonLeadership
http://www.squidoo.com/lensmaster/publish/DesignerShoes2010
http://www.squidoo.com/lensmaster/new_workshop/BestFootballGoals
http://www.squidoo.com/lensmaster/new_workshop/motorracingwipeouts
For his article in Fortune magazine, Daniel Roth took jobs at four of the leading firms ranked on Fortune’s annual “Best Companies to Work For” list, just to personally experience what makes these companies so special. What Roth learned may provide some interesting lessons for you and your company. Here are some excerpts from this article and from firms where Roth worked:
“Most of the things that make a workplace great turn out to cost employers absolutely nothing. Next, a great workplace benefits more than just employees: Over the past five years the stocks of the four companies I worked at trounced the market, up a compounded 24% vs. the S&P's 1% gain.”
“Most of the things that make a workplace great turn out to cost employers absolutely nothing. Next, a great workplace benefits more than just employees: Over the past five years the stocks of the four companies I worked at trounced the market, up a compounded 24% vs. the S&P's 1% gain.”
Four Seasons Hotel. “The Four Seasons wants its staff to be relaxed, regular people, so they're given leeway to do what they think is right…I'm out working the door with Endale Tessema. Tessema, 48, has been with the hotel for 23 years, yet he's still the rookie of the four-person doorman staff. He says he can recognize by name thousands of people who have stayed at the hotel over his decades. He does pretty much as he pleases--no canned speeches, no formal way of opening the door or lugging the luggage. He just makes it up as he goes, and he says the people in charge learn from him. ‘The managers, instead of coming in and imposing things on me, they come in and learn how things work,’ he says. ‘If they want to change it, they'll change it later. They have to learn first.’"
FedEx. “For all FedEx's clock-watching and efficiency, the company is remarkably hands-off…A $1,000 investment in FedEx when it went public in 1978 would now be worth $106,000. And while a ballooning 401(k) is one powerful tool for retaining employees, what keeps Cava happy is the fact that he's expected to decide what's right with his day.”
Hot Topic. Hot Topic is a, “chain of over 650 mall stores that sell rock- and pop-culture clothes, music, and jewelry to teens, preteens, and the moms who control the credit cards.” The company will total $720 million in sales this year…”Hot Topic makes its employees the first responders of cool--a task that suddenly gives some real importance to what could be a tedious job. Employees are expected to call buyers with tips, access that is almost unheard of in retail. That makes the salespeople feel as though they're not just selling products, but picking them. It also gives them a bit of attitude about inventory.”
“The shock of my four (job) stints wasn't that these companies were so extraordinary, but that other companies can't--or just don't--do the simple things that make employees happy. Forget brain surgery; this is barely baking-soda-volcano science. At every stop my fellow workers talked about bosses either leaving them alone or being there for them. They discussed work-life balance, stock options, and sick days.”
Click Here to read this article
Fancy a Little Light Relief? Here are some interesting links:
http://www.squidoo.com/lensmaster/new_workshop/EmbarassingYouTubeVideos
http://www.squidoo.com/lensmaster/new_workshop/MagicWheel
http://www.squidoo.com/lensmaster/new_workshop/InsiderLeadershipTips
http://www.squidoo.com/lensmaster/new_workshop/ToyTigers
http://www.squidoo.com/lensmaster/new_workshop/Business-Strategy
http://www.squidoo.com/lensmaster/new_workshop/Top10BooksonLeadership
http://www.squidoo.com/lensmaster/publish/DesignerShoes2010
http://www.squidoo.com/lensmaster/new_workshop/BestFootballGoals
http://www.squidoo.com/lensmaster/new_workshop/motorracingwipeouts
Leadership - Why Most firms don't align Business Goals with Measurable Results
One of the biggest challeenges in Leadership is to align business goals with measurable results. And eighty eight percent of firms are not able to align business goals with measurable results, says a recent study.
A survey of 800 training and development professionals by The Ken Blanchard Companies found that escalating customer demands, customer relationship skills, team building, and creating management and executive bench strength are the biggest challenges in business today. In addition, 88 percent of respondents in this study reported that their organization is limited or not successful at all at aligning business goals to measurable business results. You can link to an article about this study here:
Click Here to read this article
A survey of 800 training and development professionals by The Ken Blanchard Companies found that escalating customer demands, customer relationship skills, team building, and creating management and executive bench strength are the biggest challenges in business today. In addition, 88 percent of respondents in this study reported that their organization is limited or not successful at all at aligning business goals to measurable business results. You can link to an article about this study here:
Click Here to read this article
Wednesday, 25 March 2009
THE LEADERSHIP BLOG
Todays Link:
Stand Up and Take Your Turn! NOW, Is Your Time To Shine
Stand Up and Take Your Turn! NOW, Is Your Time To Shine
The Leadership Series for Successful Living will undoubtedly change your life for the better. You can begin leading your life, in a real way, where you’ll experience remarkable results in the quality of your relationship; the size of your bank account and the amount of joy, peace and happiness in your daily life.
Light Relief:
Most embarrassing Youtube videos
Magic Wheel videos
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