There are times when autocracy is the absolutely preferential option. Even in societies where consensus decision-making has become so highly valorized.
It’s the age of Google, and we do not need a manager to hand down information that only he or she has. Which often means that now the singular manager with a singular set of ideas feels slow, clunky, inefficient, and from a bygone era.
In an age when everyone communicates at the speed of the internet, leaders cannot be unprepared for toxic messes. These situations are so threatening to the survival of organizations that to ignore them is indefensibly negligent.
Our evolution as a world culture has brought us to a place where our businesses must be nimble, adaptable, and constantly innovative. And one thing you have to give to people striving to innovate is permission to fail.
Since the advent of Facebook and other social media, our obsession with being liked by others has become greater than ever before in human history. Come on, admit it, how often do you check Facebook after you post a status update to see how many likes or comments you’ve received?
While Fortune senior editor Geoff Colvin lists three lessons we can learn from the greatest 50, I believe there is a fourth that he does not point out...personal leadership energy.
In the old days when we were not as connected as we are now, it was possible for people and corporations to hide information or remain anonymous... Today, like it or not, reputation is king.
A key insight that is often overlooked is this: A position can be given, but leadership must be taken. Putting someone in a powerful position gives no guarantee that leadership will take place.
"But what would you want your children to remember you for? What would you want your industry to remember you for? Do you have what it takes to overcome your current and future crises?”
We’ve entered a significantly different era that demands a change in the way we’ve traditionally thought about development.