By driving you may reach your destination. But, how you proceed makes the difference! When you drive a car or you lead an organisation you have to take hundreds of choices. The quality of each choice creates the quality of the journey and, at last, the quality of the lead. I was travelling with a friend some days ago, he has driven thousands of miles in his life; he has had many experiences travelling for his job and, like many people, he is convinced of his driving ability. But, not positioning his hands correctly on the steering-wheel to turn it caused him a bad feeling on car governor and he braked suddenly while turn so that the car behind us honked his horn loudly. It showed clearly he is not a good driver after all... ... Get the whole article here: Drive!
We know what we trust and we trust in what we know. Could we turn into confidence about how life will be? It’s quite easy to trust in what we have learnt: how did Tiger Woods become confident in ball flight if not through learning it step by step? How do we become worthy in best practices if not by placing focus on learning? Learning means understanding how things work, practice, repeat, make experience. But life is always a premiere rarely you can say: “Sorry, repeat please, the next one will come better….”. Oh yes, we learn how to manage our life, and step by step we learn how to run decision making even if we could never keep all variables under control... ... Get the whole article here
Did you ever break a rule?
I do that (quite often) and for what I know, lots of successful people also do that. Are we all bad people?
Being able to avoid troubles and reach the goal is an essential skill of the life know-how: the ability to visualise possible scenarios and make the right moves, one after another. In a business environment we can’t control all variables, and above that there are several rules to attend to. How can we be effective in achieving goals in a highly competitive, troubled environment?
(with Kiran Kandade) I was talking with a colleague who mentioned about a possible upcoming change initiative for a small town and we were exchanging ideas. The background of the town is not unlike that which many other towns and communities all over the world are facing. Weak economy, conflicts between various factions, and limited (if any) discussions on the visions and possibilities for the future. As jobs keep vanishing, the younger people are fleeing, leaving behind an ageing population facing extreme economic inequality. On the positive side, there is a lot of natural beauty in the form of a lake and a river that runs through the town, a rich heritage and history as well as a sense of belonging and community among those still there. The project will support people’s mind change by giving them tools for shifting their beliefs. And one analogy has popped up in our…
Why Analysis Is Not Enough And Passion Is So Important A Story From Henry Mintzberg by Karl Moore (Mc Gill University) In the Analytic module of our International Masters In Practicing Management and our Advanced Leadership Program for executives, my colleague Henry Mintzberg likes to use this story to show how analysis can get in the way of really understanding an organization and its purpose. “A young, enthusiastic MBA was finally given the opportunity to apply his learning. He was asked to carry out a survey of a group with which he was not normally familiar and submit recommendations as to how its efficiency could be increased. He selected as his target a symphony orchestra. Having read up on the tools of the trade, he attended his first concert and submitted the following analysis: For considerable periods, the four oboe players had nothing to do. The number of oboes should therefore be…
Positive approaches couldn’t be the same, but positive confrontation opens more opportunities to create new meaning, for both counterpart. Kiran Kandade is an International Organisation Development Consultant based in Singapore. Her approach is deeply based on the improvement of Appreciative Inquiry to create organisational changes. Kiran is an appreciated colleague and a good friend. Recently we “argued” about life lessons: do they come to us just by successes or even by failures? ... Get the whole article here
Zygmunt Bauman's theory applied to organisational thinking. Competition through innovation is realised by a sudden impact followed by an immediate obsolescence. Innovation as a continuous driver for improvement, implies a fast changing organisation not only in terms of products and services but also regard to ideas and culture. New ideas serve to overtake old, obsolete knowledge. We are always looking for new better knowledge so we can throw away the old one... ... Get the whole article here
Concentration, please! The ability to concentrate, to focus one’s attention, has always been considered a key competence for executives. But what concentration are we talking about? How do we tell if something is worthy to make us focus or concentrate on it? The Focused Leader, as the Harvard Business Review publishes this month, in an article by Daniel Goleman, raises the ideas of focusing and executives’ behaviors related to the concentration on their tasks... ... Get the whole article here
Leader’s behaviours which affect effectiveness. How do we manage our own personal skills to become more effective in the crucial theme in this era, the Leadership? Here not casual tips, not true for free, just some idea which come from experience and study, because to talk about leadership require we have acted good bossy. The content's items: Personal Integrity and Credibility Adapt you style at the New Economy environment. Be able to give “Improving Feedback” to all around you Focus your organisation outward Criticise with care Set a To-Do List that works What people want from you! Build better environment asking questions Managing team conflicts Exceed Clients’ Expectations Creative leader is who: Create your market on the rock Improve Your Team’s Performance Asking better questions! Focus on your core business Important Vs Urgent Recover From Your Mistakes Get the whole article here
Is your sales management still leading by structured procedure? Does it work or are you experiencing business nightmares? Most of us have set sales as a structured process in order to be more efficient, particularly when managing a wide number of sales reps or to get under control and make predictable the most unpredictable stage of the business. All of us have set KPI criteria and metrics to foresee ahead and make our forecasts more reliable. As Zygmunt Bauman has correctly pointed out, we are living in a “Liquid Modernity” and it affects many of our habits. We need to shift many process and structured procedures to create a new approach in a changed era. Brent Adamson, Matthew Dixon and Nicholas Toman figured out very well on Harvard Business Review (Nov. 2013) the real meaning of overpassing the sales process to embrace flexibility, judgment and focusing on results which are…
Training is an area in which shortcuts are not useful when trying to achieve good performances. When you train yourself to attend a race, do you get shortcuts? Get the whole article