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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. He developed three principles of short- and long -term performance that forced them to consider the long- and short-term implication in every decision they made: 1. When he took over, Honeywell was plagued by short-termism.

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SERVANT Leaders are Resolute – Acronym Model

Modern Servant Leader

Background: This post is part of a series defining the principles of Servant Leadership via the acronym SERVANT ( Selfless , Empathetic , Resolute, Virtuous, Authentic, Needful and Thorough). For more, visit the overview at this link or sign up for the free online course, Servant Leadership 101. What Resolute is Not.

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SERVANT Leaders are Thorough – Acronym Model

Modern Servant Leader

Background: This post is part of a series defining the principles of Servant Leadership via the acronym SERVANT ( Selfless , Empathetic , Resolute , Virtuous , Authentic , Needful and Thorough). For more, visit the overview at this link or sign up for the free online course, Servant Leadership 101. Systems Thinker (Frick & Sipe).

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How to Develop A Growth Mindset: 5 Ways to Harness its Strength

Experience to Lead

He shared his insights, tips and stories of leadership. For business leaders focused on how to develop a growth mindset, it can be painful at times, but it is a powerful driver of success. Similarly, you can leverage his tips and stories of leadership to manage change, develop resilience and grow as a leader. And he did!

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Rookie Talent: Avoiding a Kodak Moment

Leading Blog

The Kodak name became synonymous with a resistance to change, but it’s not just innovation the company lacked. The largest, best-educated generation in history has become an under-utilized resource, vastly unprepared to move into positions of responsibility and leadership.

Film 150
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How to Build ROPE Teams in Sales Organizations

Leading Blog

Along the way, I learned a great deal about team development and leadership. Equally important, each member should meet the essential “ROPE” criteria I developed over decades of climbing. They may feel overburdened and resistant to shouldering new responsibilities. Inside ROPE teams provide another important benefit.

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Behaviors of Collaborative Leaders

Great Leadership By Dan

For 150 years, corporations, governments and militaries were built for up-and-down leadership, with incentives and rewards that discouraged cross-organization thinking and, in many cases, actually created or encouraged internal competition. Focus on authentic leadership and eschew passive aggressiveness.