Becoming a Flying Fish
Professor Peter Hawkins has defined organisational culture as what you stop noticing when you have worked somewhere for over three months. He has also illustrated this by quoting a Chines proverb: “The last one to know about the sea is the fish.” So what can leaders see then?
POLITICAL ACUMEN is a leadership necessity
Organisation politics: it has a negative connotation. People think it is something dirty. Most people hate it and prefer to avoid it. Yet, there are four levels of politics in organizations: minimally, moderately, highly, and pathologically political organisations. It is part of our everyday business life. Therefore, I think political proficiency is not a choice for leaders, but it’s a necessity that can be improved.
CRAFTing the Future
Today globalisation generated a new demand for leaders. They need to expand their leadership capacity of being able to not only create a vision but to create the future as well. I believe one of the keys to competitiveness is how much creativity and innovation potential an organisation has.
Facing BIG DATA in Executive Coaching
BIG DATA is a very popular term used nowadays. It means exponential growth and availability of data in today business. I am not an expert in BIG DATA, therefore, I searched the internet and read some materials to gain a high level understanding.
Vision to Reality – two sides of the coin
Bringing of vision to reality is the essence of great social, political or business leadership written by Peter Senge. The challenge is – as always – to find the right balance between vision and reality, not to kill one by the other.
"Plan B" - Future of Leadership
In the future where disruption is the new normal, businesses will need a different kind of leader to survive and thrive. Where are you as a leader on this journey? Are you still working on your “Plan A” - the ‘here and now’, or have you already started working on your “Plan B” – preparing yourself for the future?
Why CEOs and Leaders fail?
CEOs as well as leaders are vulnerable to 11 derailers written by David L. Dotlich, Peter C. Cairo in their book called ‘Why CEOs fail?. Derailers are deeply embedded personality traits that affect their leadership style and actions. These traits are hardwired into you, therefore, it is difficult to step back and realize what is at time when strength has become a leadership derailer. When you reach senior leadership levels, however, even small distortions can have an impact on your career and the decisions you make.
Systemic Impacts: Resilient Leaders and Resilient Organisations
‘Business risks are becoming ever more interconnected. How can leaders make their organisations truly resilient while also grabbing opportunities?’ Resilience has become a top quality nowadays, which indeed hard to be measured. Does organisational resilience really mean just continuous renewal of competitive advantage? How can a company promote resilient behaviours that penetrate through the whole organisation?
Systemic Leadership - Easier said than done - CIPD research on Leadership
I have read a great ‘food for thoughts’ posted by John Blakey related to a study. CIPD published a research which gives us lots of hints about how to recognise and reduce organisational blockages such as operational silos, lack of trust, blame culture, short-term focus, and poor people management. Additionally the report also draws our attention to important trends in the external environment such as the frequency and pace of change, greater transparency and global consumer choice, work cooperation and workforce diversity.