I recently read a great interview in the New York Times with David Cote, chairman and CEO of Honeywell. He made some insightful observations about leadership which I have summarized and commented on here.
My colleague Ben Ridler, RESULTS.com CEO, says that he looks to recruit people who have what he calls, “the ownership gene”.
A few years back I attended a presentation given by business author and former Gallup researcher, Marcus Buckingham. One of the highlights of his presentation was how he defined the difference between leadership and management as per his book, First Break All the Rules - What the world's greatest managers do differently.
One of the more interesting books I’ve read in the last couple of years is the book, Good Strategy Bad Strategy, by Richard Rumelt, and I thought it worth repeating the key points again.
Most management writers these days encourage leaders to be more participative and collaborative in their decision making. Gone are the days of the top-down, hierarchical organization of the past they say! But then why does the business media continue to make heroes out of highly autocratic leaders, writing biographies about them, and sticking them on the magazine covers?
Imagine you could go back in time to when you were starting out as a manager, leader or entrepreneur. What 1 piece of advice would you give to your younger self?
Modern management books and articles write dismissively of the so-called “command and control” style of leadership (except of course when Steve Jobs was doing the commanding and controlling). The authors infer that the so-called “military style” of leadership does not belong in the modern business environment.
In a previous growth tip I wrote about why you should not have an “open door” management policy, and the phenomena known as “reverse delegation.” This is where a team member gets into the habit of coming directly to you with a problem or suggestion and asks, “What do you think we should do?”
The best thing about my role is that I get to work with a variety of business leaders, many different companies, and a wide range of industries. Reflecting on patterns and trends is something I often do, as I work to develop effective ways of teaching and facilitating research-based best practice to a particular client situation.
It’s almost a cliché in business; Managers saying, “I have an open door policy.” But what does this really mean and what are the implications of this?
Since implementing the RESULTS.com software, communication between staff members regarding reaching targets and goals has improved ten-fold. (There is also healthy competition with the new “gamificiation” feature!)
Tania Young – Director – BRAVEday
59 Grant Ave. 2nd Floor, San Francisco, CA 94108 USA
Shed 24. Princes Wharf, Viaduct, Auckland City 1010 New Zealand
Read Our Manifesto