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Inspiring words from Ratan Tata - Lessons from legends
Lessons from Legends - Inspiring and Invaluable quotes taken from the excerpts of speeches made by various guests in Great Lakes Institute of Management. In this series, presenting Mr. Ratan Tata inspiring words from his speech at Great Lakes Institute of Management.
Feedback as a Motivational Tool -Srinath Nadathur
Feedback and Motivation are two significant dimensions of agility. However, they’re seldom looked at as related. Our motivation levels are entwined in the small, everyday things we say and do. As interdependent, social beings operating in collaborative environments, we affect each other profoundly. A co-worker’s warm, smiling “Hello” brightens my day, while a “I see you, but I don’t notice you” look from a superior could make it gloomy. Such feedback is all around us and motivates us to be who we are and do what we do. Isn’t it imperative then, that we use the power of feedback to motivate ourselves and others to be the best we all can be? Come, let’s explore some concepts & tools provided by Transactional Analysis to express the intent and content of our experience as powerful, motivating feedback!
Influencing Leadership with Systems Thinking By Anand Murthy
oday’s world is much different from the world a decade back. Software development has become increasingly challenge as we are dealing and developing complex systems. The mantra used by many organizations was Divide and Conquer. However we have seen the kind of challenges we have created with this approach.
Many scientists and researchers have realized this “BIG” mistake and have found solutions dealing with the whole with a ‘w’ . The results are astonishing. Many great thinkers started proposing the concept of systems thinking and have shown to the world the importance of this thinking and approach.
In his talk, Anand attempted to share a few concepts behind systems thinking and help Leaders realize the mistakes they have done. Anand also shared some examples to support his case
Main content areaDont try to change anyone and eight other wa.docx
Main content area
Don't try to change anyone and eight other ways to lead global organizational development
Tobin, Bob
We humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn ([1] Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game?
We know intellectually that global OD is tough and takes time, but that doesn't stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, "They just do not understand that they have to change to keep up with changes in the marketplace". I asked how he'd feel if he were in the same position. He said, "No problem. I'm different, I love change."
Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I've seen OD programs that really stuck and made a difference in organizations and people's lives. I've also seen so many expensive initiatives that did little more than waste money and drive people nuts. I've come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it's at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I've worked with remind me of Nelson Mandela. "Call me Nelson", he tells people. And he's not afraid to dance on the stage either. Show your humanity - do not hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and lear ...
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Feedback as a Motivational Tool -Srinath Nadathur
Feedback and Motivation are two significant dimensions of agility. However, they’re seldom looked at as related. Our motivation levels are entwined in the small, everyday things we say and do. As interdependent, social beings operating in collaborative environments, we affect each other profoundly. A co-worker’s warm, smiling “Hello” brightens my day, while a “I see you, but I don’t notice you” look from a superior could make it gloomy. Such feedback is all around us and motivates us to be who we are and do what we do. Isn’t it imperative then, that we use the power of feedback to motivate ourselves and others to be the best we all can be? Come, let’s explore some concepts & tools provided by Transactional Analysis to express the intent and content of our experience as powerful, motivating feedback!
Influencing Leadership with Systems Thinking By Anand Murthy
oday’s world is much different from the world a decade back. Software development has become increasingly challenge as we are dealing and developing complex systems. The mantra used by many organizations was Divide and Conquer. However we have seen the kind of challenges we have created with this approach.
Many scientists and researchers have realized this “BIG” mistake and have found solutions dealing with the whole with a ‘w’ . The results are astonishing. Many great thinkers started proposing the concept of systems thinking and have shown to the world the importance of this thinking and approach.
In his talk, Anand attempted to share a few concepts behind systems thinking and help Leaders realize the mistakes they have done. Anand also shared some examples to support his case
Main content areaDont try to change anyone and eight other wa.docx
Main content area
Don't try to change anyone and eight other ways to lead global organizational development
Tobin, Bob
We humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn ([1] Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game?
We know intellectually that global OD is tough and takes time, but that doesn't stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, "They just do not understand that they have to change to keep up with changes in the marketplace". I asked how he'd feel if he were in the same position. He said, "No problem. I'm different, I love change."
Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I've seen OD programs that really stuck and made a difference in organizations and people's lives. I've also seen so many expensive initiatives that did little more than waste money and drive people nuts. I've come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it's at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I've worked with remind me of Nelson Mandela. "Call me Nelson", he tells people. And he's not afraid to dance on the stage either. Show your humanity - do not hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and lear ...
4 Qualities Every Entrepreneur Must Have
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Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about.
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about ...
Week 4 Sept 11-17· Download · Send to Binder · Print We.docx
Week 4: Sept 11-17
· Download
· Send to Binder
· Print
Week 4: Leadership Approach and the Diamond Model
Rockfish Background Thoughts
I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more.
So far so good Rockfish mused. Implied in last week’s work was the important idea of a leader’s approach. Leadership definitions and styles can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must develop a leadership point of view or perspective if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership is the focus of this week’s take away. Rockfish remembered that Clawson’s book “The Three Levels of Leadership”, makes the ascertain that leadership is a point of view, a way of looking at the world that holds value in both the position a person holds and in his or her attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them.
This week’s agenda will start with the idea that successful leaders have a leadership perspective.
Theme 1: A leadership approach is a way of looking at the world around us.
Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders.
This week our discussion will focus on what is meant by a leadership perspective and what it is not.
A leadership view is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. A leader's viewpoint may bias the way they perceive their relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership perspective? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization.
Attitude
Language Cues
Follower
What do you want me to do?
Do I get more authority?
Can you clear the obstacles from upstairs in getting this done?
Bureaucrat
That’s not my job.
Have you filled out the form yet?
I’ll pass that along.
We’ve never done it that way before.
Administrator
What did we do last time?
What is the rule on that?
This is too different than what we have done .
Insigniam Quarterly Winter 2013 - Disruptive Leadership
Insigniam Quarterly Winter 2013 - Disruptive LeadershipInsigniam International Management Consulting Firm
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam QuarterlyLeadership - There is no such thing as a bad leader…
Walk into most organisations, and you will find leadership teams, leadership committees and leadership tracks. We use words like "bad leader" or "ineffective leadership" without a thought about how absurd it all is.
Leadership Approach and the Diamond ModelRockfish Background Tho.docx
Leadership Approach and the Diamond Model
Rockfish Background Thoughts
I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more.
So far so good Rockfish mused. Implied in last week’s work Rockfish noted was the important idea of a leader’s approach. Leadership theories can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must approach leadership as an attitude if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership will be the focus of this week’s take away. Clawson, Rockfish remembered in his book “The Three Levels of Leadership”, makes the point that leadership is an approach (point of view) whose value lies not in the position a person holds but in the attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them.
This week’s agenda will start with the idea that a leadership approach is necessary for success.
THEME ONE: A leadership approach is a way of looking at the world around us.
Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders.
This week our discussion will focus on what is meant by a leadership approach and wat it is not.
A leadership approach is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. An approach to leadership may bias the way we perceive our relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership approach? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization.
Attitude
Language Cues
Follower
What do you want me to do?
Do I get more authority?
Can you clear the obstacles from upstairs in getting this done?
Bureaucrat
That’s not my job.
Have you filled out the form yet?
I’ll pass that along.
We’ve never done it that way before.
Administrator
What did we do last time?
What is the rule on that?
This is too different than what we have done before?
Contrarian
That will never work!
It will take too long.
Well I hate to play Devil’s Advocate...
That ...
Synopsis for Toastmasters District 87 Convention 2013, Medan, Indonesia 16 ...
Synopsis for Toastmasters District 87 Convention 2013, Medan, Indonesia 16 ...Centre for Executive Education
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Compare and Contrast Two Leaders
The Qualities And Traits Of Leaders Essay
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The Role Of A Leader Essay
What Makes A Leader?
What Leadership Means to Me Essay
Leaders Intellect
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What Is A Leader? Essay
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Importance of Leadership Essay
What is Leadership? Essay
What Makes a Leader? Essay
Workplace learning loses unless we engage learners
In today’s workplace, we support our employees to be engaged and active learners. In a constantly changing business environment, constant learning makes our careers and our businesses future-proof. The reality however is different from the dream: in today’s workplace we are busy being busy, and learning loses out - often unintentionally. In this session for anyone involved in corporate learning, we will together: - assess the reality of today’s workplace learning: - explore the bad habits and biases that stand in the way of learning more: - get inspiration to set up experiments to engage our learners for action. (From oeb.global conference, Nov 2019)
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Landmark Forum enables you to become a Better Leader
This is a very competitive world out there. You find every person trying his or her best to climb the corporate ladder and reach the top. In the process, they want to become better managers, forgetting the fact that to become a better manager, you have to become a better leader as well.
Leadership vs Manager Report Lies
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Deloitte's Leadership Capability Model looks at 8 factors, while considering diversity of leaders around the world.
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about.
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about ...
Week 4 Sept 11-17· Download · Send to Binder · Print We.docx
Week 4: Sept 11-17
· Download
· Send to Binder
· Print
Week 4: Leadership Approach and the Diamond Model
Rockfish Background Thoughts
I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more.
So far so good Rockfish mused. Implied in last week’s work was the important idea of a leader’s approach. Leadership definitions and styles can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must develop a leadership point of view or perspective if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership is the focus of this week’s take away. Rockfish remembered that Clawson’s book “The Three Levels of Leadership”, makes the ascertain that leadership is a point of view, a way of looking at the world that holds value in both the position a person holds and in his or her attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them.
This week’s agenda will start with the idea that successful leaders have a leadership perspective.
Theme 1: A leadership approach is a way of looking at the world around us.
Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders.
This week our discussion will focus on what is meant by a leadership perspective and what it is not.
A leadership view is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. A leader's viewpoint may bias the way they perceive their relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership perspective? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization.
Attitude
Language Cues
Follower
What do you want me to do?
Do I get more authority?
Can you clear the obstacles from upstairs in getting this done?
Bureaucrat
That’s not my job.
Have you filled out the form yet?
I’ll pass that along.
We’ve never done it that way before.
Administrator
What did we do last time?
What is the rule on that?
This is too different than what we have done .
Insigniam Quarterly Winter 2013 - Disruptive Leadership
Insigniam Quarterly Winter 2013 - Disruptive LeadershipInsigniam International Management Consulting Firm
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam QuarterlyLeadership - There is no such thing as a bad leader…
Walk into most organisations, and you will find leadership teams, leadership committees and leadership tracks. We use words like "bad leader" or "ineffective leadership" without a thought about how absurd it all is.
Leadership Approach and the Diamond ModelRockfish Background Tho.docx
Leadership Approach and the Diamond Model
Rockfish Background Thoughts
I was pleased when I thought about how well last week went with the new mentoring program. The others leaders seem to be happy as well. Josie Jasper, head of shipping, expressed as much. Josie commented that she had not known about the idea behind Flatarchies. She struggled with transition problems in her department. She thought she might review the idea some more.
So far so good Rockfish mused. Implied in last week’s work Rockfish noted was the important idea of a leader’s approach. Leadership theories can help a leader begin to frame a way of thinking about leading others but leadership is far more complex. The leader must approach leadership as an attitude if they are going to be successful. Separate from leadership style he thought, a leader needs to define leading for one’s self. Exposure to Clawson’s Diamond Model of Leadership will be the focus of this week’s take away. Clawson, Rockfish remembered in his book “The Three Levels of Leadership”, makes the point that leadership is an approach (point of view) whose value lies not in the position a person holds but in the attitude. Further, a leader will never be successful if they do not manage their own energy as well as those around them.
This week’s agenda will start with the idea that a leadership approach is necessary for success.
THEME ONE: A leadership approach is a way of looking at the world around us.
Most people when thinking of leaders focus on the idea of the CEO, people in the positions 10,000 feet up in the organization. However, Clawson (2009) suggested that leadership is not about position but about approach. People who inhabit positions of authority may or may not be leaders.
This week our discussion will focus on what is meant by a leadership approach and wat it is not.
A leadership approach is, as Clawson (2009) suggested, a habitual way of seeing the world around us much like the answer to the glass is half-full or half empty question. An approach to leadership may bias the way we perceive our relationships, work habits, and leadership skills. The approach of a leader is most often seen in their attitude. So, what exactly is a leadership approach? Well, Clawson first defined it by showing how the attitude of the leader differs from other persons in an organization. Below is a short comparison chart that helps summarize the attitude cues of those people that may appear in an organization.
Attitude
Language Cues
Follower
What do you want me to do?
Do I get more authority?
Can you clear the obstacles from upstairs in getting this done?
Bureaucrat
That’s not my job.
Have you filled out the form yet?
I’ll pass that along.
We’ve never done it that way before.
Administrator
What did we do last time?
What is the rule on that?
This is too different than what we have done before?
Contrarian
That will never work!
It will take too long.
Well I hate to play Devil’s Advocate...
That ...
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Leaders Intellect
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LeaderMOOC postcards
- 1. You are born a leader, or you’re not. If you disagree, join LeaderMOOC. Leadership for real. Starts September 14, 2013 and runs for 7 weeks. Register on www.leadermooc.net.
- 2. They say > You are born a leader, or you’re not. We say > Really? Everyone can become a better leader. Join LeaderMOOC.net A bold move by the Center for Creative Leadership
- 3. Leadership courses are for the happy few who can afford it. If you disagree, join LeaderMOOC. Leadership for real. Starts September 14, 2013 and runs for 7 weeks. Register on www.leadermooc.net.
- 4. They say > Leadership courses are for the happy few who can afford it. We say > Really? The world needs to ask itself how leadership development became so elitist. Join LeaderMOOC.net A bold move by the Center for Creative Leadership
- 5. Leaders are people who tell other people what to do. If you disagree, join LeaderMOOC. Leadership for real. Starts September 14, 2013 and runs for 7 weeks. Register on www.leadermooc.net.
- 6. They say > Leaders are people who tell other people what to do. We say > Really? Leaders are people who bring out the best in other people. It’s not about you, it’s about them. Join LeaderMOOC.net A bold move by the Center for Creative Leadership
- 7. There are standard rules for becoming a good leader. If you disagree, join LeaderMOOC. Leadership for real. Starts September 14, 2013 and runs for 7 weeks. Register on www.leadermooc.net.
- 8. They say > There are standard rule for becoming a good leader. We say > Really? Rule number one: there are no fixed rules. Make up your own mind, make up your own leader. Join LeaderMOOC.net A bold move by the Center for Creative Leadership
- 9. Leaders are people in suits. If you disagree, join LeaderMOOC. Leadership for real. Starts September 14, 2013 and runs for 7 weeks. Register on www.leadermooc.net.
- 10. They say > Leaders are people in suits. We say > Really? The world needs all kinds of leaders: in companies, in communities, in schools, in projects, in society, ... Join LeaderMOOC.net A bold move by the Center for Creative Leadership