Law enforcement organizations and leaders of large corporations don’t often look to each other for ways to improve company culture. Yet in this case, corporate leaders could learn a thing or two from those who patrol the streets. John Katzenback theorizes that the success of the “broken windows” approach to reducing urban crime could provide some valuable lessons.
A high-profile Silicon Valley sex discrimination trial hinged in part on a thorny question: What is thought leadership? I spoke with magazine editor to Joel Kurtzman, author Jim Kouzes, and professor of leadership and learning Herminia Ibarra for their thoughts on this subject.
Many organizations are devoting more resources to attracting and retaining women with leadership potential. Then why are we seeing many of these women leave prematurely, step off the leadership track, and not progress as quickly or high as was hoped?
Skilled leaders inspire people to open themselves to new and challenging experiences. René Redzepi, owner and chef of Noma, did just that when he moved his entire staff of 66, from waiters to line cooks, to a restaurant he opened temporarily in Tokyo, Japan. The lessons he learned are instructive to leaders of all kinds.
What does it take to be successful at changing the culture within an organization? In this article I address the subject of peer coaching, an inexpensive and underutilized tool. When each member of a peer coaching pair acts as resource for the other, it provides them with a forum, a process, and a means of support.
Ernesto Sirolli’s unusual insight into what successful entrepreneurs do well comes from more than 30 years of helping others start businesses that thrive. His most sage advice: shut up and listen.
Is it a coincidence that “presence” and “present” have the same root? I don’t think so. While mannerisms and dress matter, it is the ine who gives their undivided attention that demonstrates real presence.
You don’t need to head up a large organization or be a boss to benefit from knowing how to be a good leader. Having leadership skills are useful when guiding teams, innovating solutions, and making decisions.
Anyone leading a team, attempting to engage a business partner, or navigate a relationship will soon learn that the process of giving feedback is complicated and often counterproductive. Douglas Stone and Sheila Heen, in their book “Thanks for the Feedback” argue that the smart investment is not teaching managers how to give feedback, but rather teaching employees how to receive it.
Those in hiring positions like to see candidates with leadership experience. But there’s an important distinction between “emergent” and “traditional” leadership. Emergent leadership experience is more desirable to companies with a collaborative culture.