This post describes beautifully the chasm between management and leadership, using the metaphors of startups and companies: “We know that a startup is a temporary organization designed to search for a repeatable and scalable business model. The corollary for an enterprise is: A company is a permanent organization designed to execute a repeatable and scalable business model. Once you understand that existing companies are designed to execute, then you can see why they have a hard time with continuous and disruptive innovation.” http://feeds.inc.com/~r/home/updates/~3/MGyJa_cFKDo/story01.htm
6 mentoring myths: “1. Confusing a mentor with Yoda: believing that a leadership mentor is imbued with transcendent wisdom is a recipe for disaster. Right-size your expectations. A mentor may be experienced, but they are not all-knowing.” Read the other 5 myths here: “Your Leadership Mentor is Not Yoda” (and 5 other Mentoring Myths).
“So often when we get into an argument, or even a vigorous debate, we don’t even stop to listen to what is being said. Instead, we frequently simply reiterate our position, albeit ever more forcefully. This is too bad, because it misses a huge opportunity. Stephen Covey: Between stimulus and response, there is a space. In that space lies our freedom and our power to choose our response. In our response lies our growth and our happiness.” via The Space Between Stimulus and Response.
Good question: “What is the clutter I’ve accumulated as a leader that’s hindering my impact? Here are a few ideas to consider.” Meetings, programs, methods. via Great Leaders Serve – De-Clutter Your Leadership – Great Leaders Serve.
So how important is leadership development to organisations? Annual US spending on leadership development programmes? US$14 Billion Number of top executives who see leadership development as a top priority? Two thirds But… the percentage of senior managers who think their companies develop leaders well? Only 7% So what goes wrong? This McKinsey research comes up with three common mistakes with leadership programmes. 1. Ignoring context 2. Decoupling reflection from real work 3. Underestimating mind-sets (mental models) via Why leadership-development programs fail | McKinsey & Company.
“The scope is bigger, the issues more complex, the stakes higher. Taking on a senior-level role is a big change for most of us — and it requires a few changes in the way we lead.” via e-Newsletter November 2013: Senior Leaders: 13 Factors for Success – Center for Creative Leadership.
In a new leadership role this year, or have new team members? Here’s a great reminder of why connecting is one of the primary jobs of a leader: “The simple act of connecting first with your team to surface ideas, options and alternate views to your own (as the leader) is such a simple behaviour to establish at an organization … connect first and consider options before creating the end result” http://feedly.com/e/MOopk_7B
Decided that this is the year you’re going to start blogging? Here’s a cheat sheet for creating a great blog. It’s also helpful for ensuring you have something meaningful to say, and that you’ll care enough about it to continue past the first month. http://feedly.com/e/yWbXYeC4