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.