The best leaders are selfless servant leaders who put their organization’s (and other people’s) interests ahead of their own. They are ready to make personal sacrifices for greater good. To what extent do you agree?
The reason good leadership is so rare despite billions being spent on leadership development each year around the world is because we grossly misunderstand what leadership is in the first place.
Most people measure success in terms of wealth and status. In general, they believe they will be happier if they are wealthier and/or have more formal authority. Sadly, in many cases, no matter how wealthy and powerful they get, the real feeling of happiness and success still eludes them.
Throughout most of the 20th century, management practices were designed to maximize control over employees. From punch cards to "management by objectives," employees were told what, when and how much they needed to do, and supervised closely.
It is time to give up clichés about selflessness and embrace the pursuit of self-interest and ambition as normal. If you really want to achieve something, why pretend otherwise?
Rather, amidst all the doom and gloom commentary on the lack of privacy, I want to point out one positive aspect that is not always obvious – the naked era might be the beginning of a more honest and high-integrity society in general.
Yes, it is true that HR professionals must ask themselves how effective their practices have been in the past, how the world is changing, and what they need to do to be relevant and effective. But business leaders need to understand one thing too: You get the HR you ask for and cultivate.
An alignment meeting to understand the goals of all divisions, and to develop mirror goals to ensure collaboration, is a simple but powerful tool. Adding it to the annual strategic planning process can make all the difference between mediocrity and excellence.
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.