Thirty two years ago in 1985, an article appeared in the Financial Times crowning the latest winners of the UK’s National Management Championship, a simulation competition that challenged teams from businesses across the country to make the biggest profit with a fictional enterprise. At the time, the government secretary presenting the prizes said “’in survey after survey, British managers at almost all levels have been...
There are many different forms of leadership power, but what distinguishes great leaders from average managers?
The answer is that great leaders see things differently to everyone else.
“So where do you see yourself in 5 years time?”
This is a question that all of us have probably been asked at some point in our career. Some of us will have asked that question of others.
So why do leaders and managers ask that question during review conversations? From my experience, working with leaders who are trying to grow and manage their talent pipeline, it is often used as a means to ascertain aspirations, interests and satisfaction. Yet it isn’t actually a very helpful question.
Learning Management Systems have become popular tools for supporting programmes of staff development and training inside organisations. Often associated with some form of e‑learning, Learning Management Systems help organisations to administer, document, track—and often deliver—training and development programmes.
Virtual Reality isn’t new. As far back as 1895, the Lumiére Brothers had early cinema-goers fleeing from their seats at the sight of an approaching locomotive threatening to burst from the screen. But does Virtual Reality have a role to play in executive education?
How can businesses win—and win consistently? It’s a question for which many business leaders would like to know the answer. But ironically, that answer is perhaps more likely to be found not in the workplace, but during downtime, when those leaders are relaxing and watching sport.
Again and again, research shows that a high proportion of change initiatives fail—despite organisations investing heavily in change skills. The initial stages of implementation may have been successful, to be sure. But once the fanfare and hoopla has died down, there’s a tendency for the initial impetus to be lost. And gradually, things slip back to where they were before, before the change initiative.
Digital disruption has seen the demise of long-established companies and brands and the birth of many new ones. The whole question of digital transformation is requiring private and public sector organisations to rethink their business models, products and services. A new wave of digital technology is putting unprecedented power and capabilities into the hands of customers whilst enabling new entrants who may use technology to enter a market without the traditional high costs of entry.
It’s no secret that executive development budgets are under pressure. Nor that executive educators and their corporate clients are turning to technology as a means of stretching those budgets further, through Learning Management Systems and similar advances.
What is effective leadership? And in particular, what constitutes effective leadership in the complex, collaborative, cross boundary and adaptive organisations that constitute today’s workplace?