Examples abound of successful businesses grown and managed by a forceful, dynamic leadership, not afraid to impose its vision on the organisation. Unfortunately, examples also abound of successful businesses brought low by a forceful, dynamic leadership, equally unafraid of imposing its vision on the organisation.
We know from leadership research that successful leaders stand out and achieve extraordinary results because they have higher self-awareness, and are better able to manage their thoughts and feelings in the midst of difficulty.
Mindfulness is everywhere these days. At least, many more people talk about it than when I started researching and teaching mindfulness five years ago. But how can you really make it happen at work
Businesses are seen as having a number of genetic start points. Some are seen as lifestyle, others as Unicorns, perhaps as “born global”, perhaps technology based or enabled and some we just don’t know. The great unwashed if you will.
For service operations, innovation is obviously important. It can enable service organisations to raise quality and productivity levels, meet changing customer needs, and overcome superior competitor offerings. But those service organisations looking to develop innovation leadership face a number of challenges—some obvious, some less so.
Sustainability is one of those ubiquitous words, which can also be very slippery, as different people understand the word differently.
The rarity of women in senior leadership positions is regularly lamented. It is now well understood that a key problem lies in the so-called feeder pipeline for leadership positions where women often get stuck. However changing this pipeline requires organisational cultures to change. Culture change can only happen if gender change initiatives not only focus on women; they must engage men. Men form the majority of leaders in organisations and as such have a central role to play when it comes...
It’s a familiar sight. Time and again, organisations are caught out by the sudden departure of senior leaders, and forced to scrabble to find replacements. In the meantime, of course, the organisation drifts, rudderless, while recruiters and directors struggle to fill the gap. Succession planning? You’d think the concept had never been invented.
There are always difficult times—for the economy as a whole, for individual industries or sectors of the economy, or for individual companies (and not forgetting Brexit). And in such difficult times, concentrating on current business and reducing investments in innovative projects is the natural response. Even so, cutting back or cancelling innovation projects must be a measure of last resort.