As the younger generation of employees move into their first leadership positions, they will naturally be anxious, as any new leader would be, about the responsibilities, pressures, and risks that come with leadership. They will wonder, as the earlier generations of leaders did before them, about whether they are up to the task. And as […]
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The SCARF® model, developed by neuroscientist David Rock, enables ‘change agents’ to exhibit more adaptive behaviours based on how mental experiences occur over time, thus offering to improve people’s capacity to understand and modify their own behaviour and that of others within a corporate leadership context. SCARF holds that the organizing principle of the brain […]
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Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research across organizations and increasingly whole countries is an extension of Maslow’s Hierarchy of Needs. Maslow’s Hierarchy of Needs is a well-explored, but frequently misrepresented, theory […]
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Online communities can be the source of staggering feats of pooled knowledge creation, with volunteers from around the world combining their expertise. Think of Wikipedia, or of Linux, or even the online community helping NASA to map craters on Mars. “Open-source software development creates products that are as good (some say, even better) as those […]
CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey of 160 North American boards of directors and CEOs. Specifically, ‘mentoring skills’ was tied with ‘board engagement’ for first place in CEO weaknesses, followed closely […]
Hierarchies have been taking a bad rap. The mantra for a number of years has been to ‘flatten’ the organizations. Hierarchies were not only seen as inefficient, but worse: as a mechanism for the out-dated belief that leaders must ‘control from the top down’. In place of hierarchies, flat organization advocates argued for a more […]
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Why are some people more open to change and others instinctively resistant to anything that significantly alters the status quo? The key is often in an individual’s basic attitude toward change. Some people will default to an unfavourable, negative attitude toward change that leads to resistance, while others have within them a favourable positive attitude […]
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There are three key contexts driving the need for ‘inclusive leadership’: 1. Globalization Increasing globalization demands a new global mind-set from leaders, team members and organizations. The ability to engage with people from different cultural, social and educational backgrounds, is an essential skill for any leader. For multinational corporations developing business in emerging economies, the […]
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Leaders drive the process of organizational learning and adaptation by providing time and space, granting the freedom to explore and fail, and by encouraging those around them to look at things in new ways. This research examines the characteristics of a core set of leadership relationships, providing insights to help leaders reflect on their own […]
Creating positive societal and environmental impact whilst retaining competitiveness has become an increasingly popular concept for companies in recent years—also known as ‘creating shared value.’ A term first coined by Harvard Business School’s Michael E. Porter and Mark R. Kramer in 2011, creating shared value refers to policies and practices that enhance the competiveness of […]
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