If there’s one thing every leader out there can agree on, it’s that the way we work has drastically changed over the past few decades, and in today’s interconnected, global environment, that change is now happening at a much more accelerated pace than ever before.
In light of these fundamental shifts to the way we work, which 20th century management principles should we stop using, and what do we replace them with in order to ensure we’re bringing out the best in those we lead? This question about the changing nature of today’s workplace environment and the impact it has on the way we lead is the focus of my conversation with management expert David Burkus.
David is a best-selling author, an award-winning podcaster, and an associate management professor at Oral Roberts University. In addition to his first book, “The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas”, David’s writings have been featured in the Harvard Business Review, Forbes, Fast Company, Inc., and Bloomberg BusinessWeek.
Listeners of my leadership podcast may also recognize David as the guest host who interviewed me about my book “Leadership Vertigo” as part of the month long celebration here on my website around the release of my first leadership book.
His latest book is “Under New Management: How Leading Organizations Are Upending Business As Usual”, which will be the focus of our conversation in this episode.
Over the course of this episode, David and I discuss some of the ideas and findings he shares in his book (some which can seem a bit controversial) including: Click here to continue reading »”Leadership Biz Cafe Podcast #19 – David Burkus On Why Organizations Need To Change The Way We Work”
The following is a guest piece from Thinkers50 creators Stuart Crainer and Des Dearlove.
Business best practice never stands still. State of the art management and leadership techniques are continually evolving. Think about it: how organizations are run in 2014 is radically different from how they were run just ten years ago. Technology has clearly paid a huge part in this, but the biggest driver of change in how organizations are run is the ceaseless quest for improvement; to manage more efficiently and effectively to better achieve business results.
Improvements come from bright ideas. There is nothing quite so practical as a great idea. The ideas which inspire and influence business practitioners often have their origins in the ideas and work of the thinkers celebrated in the Thinkers50, the biennial ranking of business thinkers.
From blue ocean strategy to Michael Porter’s five forces, Vijay Govindarajan’s reverse innovation to Richard D’Aveni’s hypercompetition, great thinkers and their ideas directly effect how companies are run and how business people think about and practice business.
Think of Peter Drucker who topped the first Thinkers50 ranking in 2001. Drucker was writing about knowledge workers in Click here to continue reading »”Revealing Leadership Insights From Thinkers50″
The following is a guest post by Daniel Diermeier. Daniel is the IBM Professor of Regulation and Competitive Practices at the Kellogg School of Management at Northwestern University and the director of the Ford Motor Company Center for Global Citizenship.
Daniel’s work has been featured in numerous publications, including The Wall Street Journal, The Economist, Business Week, and Newsweek. He has served as an advisor to Abbott, Accenture, CIBC, ConAgra, Johnson & Johnson, Kraft, McDonald’s, and Shell. After reading his new book, Reputation Rules: Strategies for Building Your Company’s Most Valuable Asset, I invited Daniel to share his insights on crisis management and its impact on an organization’s reputation with my readers.
Business, it seems, has entered the age of crisis. Almost every day, another venerable company or institution finds itself in the headlines, and usually not in a flattering context. In addition to a long list of global corporations, public sector institutions and non-profits are increasing forced to deal with serious crises. Yet, despite this significant change in business climate, the nature of corporate crises is frequently misunderstood. Such misconceptions can lead to severe management mistakes in a crisis situation.
First, all too often crisis management is viewed as the sole responsibility of the public relations or the legal department. This approach overlooks the fact that crisis need to be viewed as business issues closely connected to a company’s identity and position in the market-place. Managing these challenges frequently requires a trade-off between different risks such as legal and reputational risks. By delegating these decisions to any functional unit managers effectively abdicate their responsibility.
Delegation to functional experts also makes it much less likely that crises are prevented before they occur – the most effective form of crisis management. The reason is that Click here to continue reading »”Crisis Management Essentials”
The following is a guest post by John Warrillow. John writes a regular business column for several publications, including Inc Magazine, The Globe and Mail, and BNET. John is also the author of the book “Built to Sell: Creating A Business That Can Thrive Without You”, which is set to go through it’s second printing this week. Included in this 2nd edition of his book is a new section that provides examples and his own personal experiences with the various steps described in his book on how you can build a business you can sell (you can read my review of the first edition of John’s book here).
Following the release of my book “Built to Sell” last year, I’ve had the opportunity to talk with several business owners about their companies and the challenges they face as their business grows and evolves.
As Tanveer writes about leadership and managing employees, I thought I’d share some of the questions I often get asked by business leaders about managing customer expectations, developing their employees and how to involve your team in the process of selling your business when the time comes to put it on the selling block.
Q: These days, there’s a lot of talk about the importance of customer service and doing whatever it takes to make them happy. How do I balance this against not spreading my company resources too thin?
A: I’m a big believer in leading your customers, not following them. If Steve Jobs had listened to his customers, he would have never developed the iPod. Nobody would have told Jobs in a focus group that they want a thousand songs in their pocket because it’s impossible for most people to imagine something that doesn’t exist, if not knowing what your company is capable of creating.
That’s why I think companies need to focus on Click here to continue reading »”Are You Building A Business Or A Job?”
No matter what field or industry you work in, we’ve all had the experience of working for someone who was clearly not fit for the leadership role. In some cases, this was manifested in their inability to make key decisions and in the worst-case scenarios, it was like working with the boss from hell. Under these situations, it’s typical to wonder why someone who can’t effectively lead others would be given such a position. Now, thanks to two recent studies, some light has been cast on why these situations are more the rule than the exception.
In a recent survey conducted by CareerBuilder among over 2 000 US employers and almost 4 000 US employees, it was revealed that 58% of managers hadn’t received any form of management training. This finding most likely explains why 26% of these same managers admitted that they weren’t ready to become a leader when they took on these management roles.
Looking at the relationship between these managers and their employees, the survey authors found that managers cited motivating their employees and managing interpersonal conflicts between co-workers as the top challenges that they have to face as leaders in their organization.
As for the employees surveyed for this study, some of the top concerns they had about their manager were a lack of regular feedback, not listening to the concerns of the employees, and a failure to follow through on what their manager said they would do.
In another study, Bradford Thomas and Scott Erker from Development Dimensions International (DDI) conducted a survey of 1 130 supervisors and first-level managers to understand how they’re overcoming the challenges they face as leaders, and what obstacles might be preventing them from succeeding in these roles.
Like the CareerBuilder study, Thomas and Ecker also found that Click here to continue reading »”Becoming A Leader For All The Wrong Reasons”