leadership articles worth your time

What Google Learned From Its Quest to Build the Perfect Team
By CHARLES DUHIGG Illustrations by JAMES GRAHAM
FEB. 25, 2016

 

The Culture-Cognition Connection
By Lea Winerman, Monitor Staff
February 2006, Vol 37, No. 2

Research suggests that Westerners and East Asians see the world differently–literally.

 

Why You Hate Work
By TONY SCHWARTZ and CHRISTINE PORATH
MAY 30, 2014

Tony Schwartz is the chief executive of The Energy Project (http://theenergyproject.com), a consulting firm. Christine Porath is an associate professor at Georgetown University’s McDonough School of Business and a consultant to The Energy Project.

 

Relax! You’ll Be More Productive
By TONY SCHWARTZ
FEBRUARY 9, 2013

Tony Schwartz is the chief executive officer of The Energy Project and the author, most recently, of Be Excellent at Anything: The Four Keys to Transforming the Way We Work and Live.

 

Why Fear Kills Productivity
By TONY SCHWARTZ
DECEMBER 5, 2014

“When we’re feeling anxious and overwhelmed, we’re different people than when we’re calm and secure. In the latter state, our prefrontal cortex runs the show, and we’re capable of making informed choices. When fear intrudes, our amygdala and the lower regions of our brain take over, and we can’t think straight.”

“The most skillful way for leaders to create more safety, and prompt more collective resilience, is to quickly own their missteps and shortcomings and acknowledge their vulnerability. That gives everyone else implicit permission to do the same.”

Tony Schwartz is the chief executive of The Energy Project and the author, most recently, of The Way We’re Working Isn’t Working. Twitter: @tonyschwartz

 

What Is the Importance of the Inverted Pyramid in an Organization?
by W D ADKINS, Demand Media

“Successfully shifting decisions to employees at the base of the pyramid requires that those employees develop new skills. Rather than simply following instructions, employees must be given time and training to master teamwork skills…Adequate resources must be devoted to developing a skill set that includes cooperation and decision making. Employees in an inverted pyramid situation also need more information and communication. To make effective decisions, each employee must understand organizational goals and the role she has in achieving those goals.”

 

The Upside-Down Pyramid
by KEN BLANCHARD

“Servant leaders are constantly trying to find out what their people need to perform well and live according to their organization’s vision. Rather than wanting people to please their bosses, servant leaders want to make a difference in their employees’ lives and in their organizations. In top organizations, leaders believe if they do a good job serving their employees and showing they truly care about them, the employees will, in turn, practice that same philosophy with customers.

The process begins with leaders asking themselves one important question: Am I here to serve, or to be served? If the answer is that they are here to serve, the next step is to align policies and practices so they are taking care of the people who are taking care of customers. This is a high-investment approach to talent management that is designed to bring out the best in everyone.”

Ken Blanchard is the chief spiritual officer of The Ken Blanchard Cos., a global training development firm. He can be reached at editor@CLOmedia.com.

 

The Power of Conversational Leadership
By CARMEN NOBEL
JULY 23, 2012
Harvard Working Knowledge

“And internally, it has served to engage employees by letting them become content creators. That’s an example of being inclusive and allowing people to have voice. And what we find is that that fundamentally will drive engagement. And engagement will drive more effort. And effort will drive individual performance, and subsequently that will drive organizational performance.”

 

Do I Dare Say Something?
By AMY EDMONDSON, Harvard Business School professor
JAMES DETERT, Penn State
MARCH 20, 2006
Harvard Working Knowledge

“This is also why leaders are inherently important to the improvement-oriented voice process—because leaders are the targets of voice. If they send signals that they are open, interested, and willing to act on subordinate voice, it is logical to expect that subordinates’ motivation to do so will be increased; conversely, where subordinates perceive leaders’ behavior to indicate it is either unsafe or futile to speak up, they are less likely to do so.”
“Managers need to hear from the people in the organization who are closest to the work, closest to the customers—that is, from those who are in the best position to recognize problems and have new ideas.”
“Most surprising to us has been the degree to which fear appears to be a feature of modern work life.”

 

Motivational Interviewing Strategies and Techniques: Rationales and Examples
Sobell and Sobell, ©2008

 

Book Excerpt: Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations
By BORIS GROYSBERG and MICHAEL SLIND
JULY 23, 2012
Harvard Business School Working Knowledge

“Through conversational inclusion, leaders are able to boost employee engagement, to spur innovation and creativity, and to improve the branding and reputation of their organization.”

 

Use These Four Keys For Authentic Marketing (And Higher Profitability, Too)
by CHERYL CONNER
MAY 2, 2014

“The marketing version of the American Dream was a complete contradiction to the country’s original American dream, which had the pursuit of happiness as its alchemical goal–personal freedom, social responsibility, and the common good. But the 1950s convolution that still holds America and much of the world in its grip is excessive consumerism. So excessive consumerism became the definition of happiness.”

 

How To Embrace The Power Of Authentic Marketing
by MATT ACKERSON
AUGUST 10, 2012

“Authentic marketing must not feel contrived; it’s about genuine organizational self-expression driven by self-awareness. Authentic marketing comes from your company’s sincerely held philosophy; some call this core values.”

Matt Ackerson is the founder of PetoVera, a creative process development firm headquartered in New York City specializing in professional web design and development services. The company’s mission is to accelerate and automate creativity.

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