After three years of reading, writing, and talking about leadership, I realized that the meaning of leadership is no longer the same thing as what we traditionally think of as leadership. It’s time to call it something else! Continue reading Leadership No Longer Means Leadership!
Imagine being a HR professional in a corporation, and you hear the following comments from some of your executives:
- “Well, isn’t Connie Asian? Maybe she can understand what these stats mean.”
- “Of course he’s nice. He’s from Canada.”
- “Don’t bother showing Jack that app. He’s old school and doesn’t get technology. Besides, he’s about to retire.”
- Janet gets emotional when she disagrees with the men on the team. Why can’t she be more like them?”
- “Like most men, our CEO is thickheaded when he believes that he knows the solution.”
From a HR perspective, such comments are stereotypes of race, age, gender, and nationality. To protect their organizations, HR professionals try to prevent such talk in the workplace, raise awareness about why stereotype talk is harmful, and even discipline employees when such talk becomes pervasive. Continue reading The Biggest Mistake HR Professionals Make about Millennials
This is an excerpt from Chapter 3: Revealing Traditional Leadership and Assumptions in Nine Practices of 21st Century Leadership: A Guide for Inspiring Creativity, Innovation, and Engagement. For this format, some minor editing was necessary.
Imagine the following American cinematic experience: During the 19th century, you’re watching just about any western taking place somewhere in a small town. Here, heroes save towns from outlaws. Not even the local government and sheriffs could protect the town in the same way that these heroes could. Continue reading Heroship and Leaving a Legacy aren’t Part of Leadership
Rummler’s Fundamental Laws of Organizational Systems
This is an excerpt from Chapter 5: Analyzing Like Detectives in Nine Practices of 21st Century Leadership: A Guide for Inspiring Creativity, Innovation, and Engagement. For this format, some minor editing was necessary.
In Improving Performance, Rummler and Brache describe six fundamental laws of organizational systems. These laws illustrate the need for systemic thinking.
Law 1: Understanding Performance Requires Documenting the Inputs, Processes, Outputs, and Customers That Constitute a Business
This is an excerpt from Chapter 7: Facing the Unknown Like Lions in Nine Practices of 21st Century Leadership: A Guide for Inspiring Creativity, Innovation, and Engagement. For this format, some minor editing was necessary.
“I vowed to treat every encounter with every person on the ship as the most important thing at that moment.” — Michael Abrashoff